Coaching Across Organizational Culture ¬リニ

The study investigates the impact of coaching as a modern method and its connections with the organizational culture. The analysis uses the model of four types of organizational cultures, i.e. the transaction-oriented market culture, the family-oriented clan culture, the tradition-bound hierarchical culture and the innovative adhocracy culture. The study shows that the use of coaching in organization management can gradually model or change the organizational culture. Moreover, it attempts to determine possible directions of the change. It is observed that – in favourable conditions – coaching may enable transformation from the traditional to the innovative culture. The change is possible because coaching brings about changes in people’s behaviour, stimulates their creativity, coming up with plans and taking actions. There is a positive impact on the motivation of employees too. Coaching allows for a gradual rather than revolutionary change. The study also shows how the type of the organizational culture influences the possibility to implement coaching. Therefore, it also describes potential problems and barriers. © 2014 The Authors. Published by Elsevier B.V. Selection and/ peer-review under responsibility of Academic World Research and Education Center.