The scope of coaching in the context of organizational change

Angelina Rosha · Nataļja Lāce

40 citations0/0 files storedJournal of Open Innovation Technology Market and Complexity

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Coaching Methods and Impact Organizational Change and Leadership Psychology, Coaching, and Therapy

Abstract

The aim of this paper is to explore the scope of coaching in the context of organizational change considering peculiar issues associated with the use of coaching in Latvia and Lithuania. This two-stage study seeks to answer the following research questions. How is coaching defined? What is the aim of coaching? Who are involved in coaching? What coaching outcomes are expected? During the first stage, the definitions of coaching are extracted from the literature and analyzed to identify the distinctive features of coaching. During the second stage, the experts are interviewed to explore the views of practitioners in coaching about a place of coaching in organizations. Literature review, content analysis and comparative analysis are used for the purposes of this study. Triangulation of research results is obtained through cross verification from two sources. A total of 41 definitions of coaching were extracted from the literature and taken for analysis. Based on the established criteria for selection, nine experts participated in an interview. As a result, content analysis and comparative analysis have revealed that coaching is defined as a regular, synergetic, learning and development, goal-oriented process. Facilitation is a primary aim of coaching. Coaching is more beneficial for people who provide decisions. Achieved results and personal growth is considered as the key expected coaching outcomes. Coaching provides greater goal clarity, better alignment with the roles in the organization. However, the possible threats and challenges, such as stereotype and misunderstanding, lack of systematic approach to coaching engagements as well as its alignment with organizational change needs, have also been detected. It is difficult to explain how effective coaching can be because coaching is not homogeneous and it is difficult to measure the results of coaching.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 40 citations exist upstream.

References

2005Organisational change management: A critical review 1996Managing change : a strategic approach to organisational dynamics 2004Three Avenues for Future Research on Creativity, Innovation, and Initiative 2001Executive coaching: A comprehensive review of the literature.2010The complete handbook of coaching 1999Behind closed doors: What really happens in executive coaching 2011A critical review of executive coaching research: a decade of progress and what's to come 2000Executive coaching: Developing managerial wisdom in a world of chaos.

Cited by

2020Competences for Strengthening Entrepreneurial Capabilities in Europe 2018The Open Innovation Model of Coaching Interaction in Organisations for Sustainable Performance within the Life Cycle 2022Management of knowledge and competence through human resource information system—A structured review 2018Is Narcissism Sustainable in CEO Leadership of State-Owned Enterprises?2025Coaching and Employee Performance: The Mediating Effect of Rewards & Recognition in Malaysian Corporate Context

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.