The qualitative research study on which this article is based is an enquiry into the meaning and essences of the executive coaching-organizational learning phenomenon, as a social construct of the lived experiences and perceptions of HR professionals. The findings suggest a need to place executive coaching within an organization's systems, with performance measures aligned to business strategies, and for stakeholders to validate and build capacity around executive coaching. The results of the research study provide guidance to human resource professionals, poised to advance a coaching culture that benefits organization performance and leadership development.
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