Developing coaching cultures: an exploration of the enacting practitioner perspective

Abstract

PurposeDespite the popularity of facilitating coaching cultures, very little is known about this phenomenon, especially from the perspective of different organisational stakeholders. We aim to add the enacting practitioner perspective in developing coaching cultures that has not yet been explored through empirical research.Design/methodology/approachWe interviewed 20 organisational development and coaching practitioners who work in or with organisations to develop coaching cultures.FindingsWe apply Braun and Clarke’s reflexive thematic analysis (TA) and unpack four intersecting themes: (1) “It flows through the veins of the organisation”; (2) “More powerful than anything else is having that one-to-one time”; (3) “The roadmap emerges”; and (4) “Means to an end and an end in itself”. We construct a coaching culture as an ever-evolving, psychologically safe, and empowering dialogic “container” or subculture that is developed and sustained by change agents with first-hand experience of coaching.Originality/valueThe findings add to our understanding of coaching cultures by offering a conceptualisation of coaching culture based on practitioners’ perspectives and constructing a framework of assumptions, values and behaviours that underpin them. We conclude by setting an agenda for further research in the advancement of coaching culture theory and practice in coaching psychology.