design of organizational coaching model in Iranian public organizations using a Grounded Theory approach

In human resource development, nowadays, 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 abilities, motivation, and job opportunities of employees are triggered. In this research, a comprehensive organizational coaching model is proposed for governmental organizations of Iran. The research approach was qualitative and Grounded Theory in three stages including open, axial, and selective coding. Thirteen ICF international coaches with a minimum experience period of five years in Iranian public organizations were selected using theoretical sampling. A semi-structured interview was carried out and the resulting data were analyzed. he results were indicative of,132 code, 66 concept and 17 minor categories were in the form of a paradigmatic model comprising organizational coaching as the central scale, causal conditions (including include characteristics of the organization, characteristics of the individual), contextual factors (coaching culture building, the atmosphere of the organization, organizational support), intervening variables (coach characteristics, customer characteristics, coaching models), strategies (changes in the behavior, changes in the approach, self-awareness, the role transparency, business agility, organizational confidence, organizational learning), and consequences (individual development, and organizational development).