A Coaching Culture Definition: An Industry-Based Perspective From Managers as Coaches

Abstract

Despite increasingly common references to “coaching cultures,” little empirical research has been conducted to understand the nature of coaching cultures. Our study aims to address this gap with a study of Australian managers. In their responses to open-ended questions, managers gave us insight into their experiences of coaching cultures. The elements needed to create a coaching culture are consistent use of different types of coaching across the organization, a formalized process, provision of appropriate training and resources, the involvement of top management, transparency of benefits, and the alignment with organizational values such as ownership, empowerment, collaboration, and respect. Managers should take a proactive role in the creation of coaching cultures within their organizations, including acting as coaching role models, actively engaging in training themselves, and promoting the benefits of such a culture.