Abstract
PurposeThis paper aims to highlight a link between the rise of executive coaching practice and less importance being place on growing a coaching culture in organizations. This paper seeks to outline how a coaching culture can be fostered through an emphasis on a relational field coaching approach.Design/methodology/approachThe main research method is based on case studies and action research from the author's own organizational practice.FindingsThe paper emphasizes that a focus on the context or situation of coaching is just as important as individual considerations in a coaching dyad.Practical implicationsThe paper calls for a review of the effectiveness of one‐to‐one coaching compared to establishing an organizational coaching culture.Originality/valueThis paper is a timely reminder to leaders, managers and HR practitioners to review the cost effectiveness of procuring external coaching versus developing internal coaching capability. In addition, it challenges organizations to refocus on the continuum of coaching interactions rather than just the “external expert” role.
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