Designing an Organizational Coaching Model in the Iranian Public Organizations Using a Grounded Theory Approach

In modern human resource development, a human resource manager is faced with a paradigm where the manager acts as a coach, which is referred to as organizational coaching, in which the manager triggers the abilities, motivation, and job opportunities of employees. Accordingly, the purpose of this study was to propose a comprehensive organizational coaching model for governmental organizations of Iran. This qualitative study was conducted using the Grounded Theory approach in three stages including open, axial, and selective coding. Thirteen ICF international coaches with a minimum experience of five years in Iranian public organizations were selected through theoretical sampling. A semi-structured interview was carried out, which was continued until theoretical saturation was achieved, and the resulting data were analyzed. The data analysis generated 132 codes, 66 concepts, and 17 main categories. These were formed as a paradigmatic model that was comprised of organizational coaching as the core category, causal conditions (including the characteristics of the organization and the characteristics of the individual), contextual variables (including coaching culture building, the atmosphere of the organization, and organizational support), intervening variables (coach characteristics, client characteristics, and coaching models), strategies (changes in the behavior, changes in the approach, self-awareness, the role transparency, business agility, organizational confidence, and organizational learning), and consequences (individual development and organizational development).