Identifying the Components of Coaching Leadership (Case Study: Iranian Electricity Industry)

Document Type : Research Paper


1 PhD Candidate, Department of Educational Management, Faculty of Education and Psychology, University of Isfahan, Isfahan, Iran.

2 Associate Prof., Department of Educational Management, Faculty of Education and Psychology, University of Isfahan, Isfahan, Iran.

3 Associate Prof., Department of Educational Management, Faculty of Educational Sciences, Saveh Branch, Islamic Azad University, Saveh, Iran.


Objective: Coaching leadership is one of the new leadership models in modern organizations. It is a process for developing expertise and improving the employees’ personal growth; however, many managers know little about this leadership style or do not have the necessary skills to exercise it. This study aimed to identify the components of coaching leadership.
Methods: This research is applied in terms of purpose, a field study in terms of data collection method, and exploratory (qualitative-quantitative) in terms of its implementation method. In its qualitative part, the grounded theory was used. For data analysis, the systematic approach, developed by Strauss and Corbin, was applied through open, axial, and selective coding. In order to validate the components of the research, several methods were used, among which the member checking method (interviewees) and interrater reliability were the most significant ones. In the quantitative part, the survey method was used. A 21-item researcher-made questionnaire was also used to collect data. Construct validity was assessed to evaluate the validity of the instrument based on confirmatory factor analysis. Cronbach's alpha method and combined reliability were used to evaluate the reliability of the questionnaire. The statistical population of the present study consisted of two parts. In the first part, the target population included prominent experts and university professors of leadership and coaching. Semi-structured interviews were conducted with 16 of them using the snowball sampling method. The latest related sources were also analyzed. In the second part, the statistical population included all employees working in the public sector of the Iranian electricity industry, i.e. 16,899 people. From among them, using Cochran's formula, 370 people were selected by multi-stage cluster sampling.
Results: The results of the qualitative section indicated the components of coaching leadership as self-awareness, building-trust, empathy, effective communication, helping to set goals and design actions, monitoring growth and development, and team building.
Conclusion: According to the obtained results, the components of coaching leadership including self-awareness, empathy, building-trust, effective communication, helping to target and design actions by employees, monitoring the personal growth and development of employees, and team building in the Iranian electricity industry stand below the average level. Therefore, managers are required to try to strengthen these components, achieve the basic skills of coaching leaders, and put into practice their serious mission in organizations and Iranian society.


Amir Kabiri, A., Bolouki Korandeh, M.A. & Jamshidi, M. (2020). Identifying the indicators of managerial coaching in service organizations. Journal of Public Administration, 12(4), 695-722. (in Persian)
Askaripoor, M., Motaghi Pisheh, M.H., & Sheikhy, A. (2020). The Impact of Servant Leadership on Innovative Work Behavior in the Public Sector of Iran: Analyzing the Mediating Role of Public Service Motivation and the Moderating Role of Political Skill. Journal of Public Administration, 12(1), 67-87. (in Persian)
Becker, B. (2020). The 8 Most Common Leadership Styles & How to Find Your Own Hubspot. Retrieved 2020-5-27 from:
Clayton, T. (2012). The Lived Experiences of Executive Coaches' Interdisciplinary Competencies, Walden University, ProQuest Dissertations Publishing.
Cook, J. & Rouse, L. (2013). Leadership and management in the early years. Teaching Solution Publication.
Cox, E., Bachkirova, T. & Clutterbuck, D. (2010). The Complete Handbook of Coaching, London: Sage Publications.
Gilley, A., Jerry W., & Elies, K, (2010). Characteristics of Managerial Coaching, Performance Improvement Quarterly, 23(1), 53-70.
Goleman, D. (2000). Leadership that Gets Results. Harvard Business Review, 6(1), 78-90.
Hamlin, R. G., Beattie, R. S., & Ellinger, A. D. (2007). What do effective managerial leaders really do? Using qualitative methodological pluralism and analytical triangulation to explore everyday managerial effectiveness and managerial coaching effectiveness. International Journal of Management Concepts and Philosophy, 2(3), 255-276.
Hashemieh Anaraki, M., Gholipour, A., Amiri, M. & Babaie zakliki, M.A. (2021). Designing a Competency Framework Based on Organizational Strategies (Case Study: The Electricity Deputy of Minister of Energy). Journal of Public Administration, 13(1), 29-58.
(in Persian)
Henseler, J., Ringle, C. M., & Sinkovics, R. (2009). The use of partial least squares path modeling in international marketing. Advances in International Marketing, 20)3), 277–319.
Hicks, R., & McCracken, J. (2014). The coaching mindset. Physician executive, 35(3), 54-56.
Ibarra, H., & Scoular, A. (2019). The Leader as Coach. Harvard Business Review. Retrieved 2020-06-22 from:
Jackson, F. (2017). Exploring the effects of a Coaching Leadership style on the relationships between Managers and Direct Reports in South Africa, A research report submitted to the faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfilment of the requirements for the degree of Master of Management (Business and Executive Coaching), Johannesburg.
Karsten, A. (2010). Coaching: An effective Leadership intervention. Nursing clinics of North America, 45(7), 39-48.
Khamshaya, A., Shiri, A., & Yasini, A. (2019). Understanding the Phenomenon of Organizational Insentience and Identifying its Fusion Factors in a Mixed Method Way. Journal of Public Administration, 11(2), 285-308. (in Persian)
Khanjari, M., Asgar Shahbazi, M. & Heydari, Gh. (2018). Development of a roadmap for management issues and social sciences in the Iranian electricity industry with a content analysis approach. Thirty-third International Conference on Electricity, Tehran, Iran.
(in Persian)
Kokesch, S., & Anderson, M. Z. (2002). Executive coaching: A comprehensive review of the literature. Consulting Psychology Journal: Practice & Research, 53(4), 205-228.
Liu, H., & Niyomsilp, E. (2021). The Effects Of Coaching Leadership And Psychological Capital On Employee’s Innovative Behavior In High-Tech Enterprise: A Case Study In Henan Province, China. Journal Of Legal Entity Management And Local Innovation, 7(1), 319-326.
Milner, J., McCarthy, G. & Milner, T. (2018). Training for the coaching leader: how organizations can support managers, Journal of Management Development, 37(2), 188-200,
Moen, F. & Federici, R. (2012). Perceived Leadership Self-Efficacy and Coach Competence: Assessing a Coaching-Based Leadership Self-Efficacy Scale. International Journal of Evidence Based Coaching and Mentoring, 10(2), 1-16.
Mohsenin, Sh. and Esfandiani, M. R. (2013). Structural equations based on partial least squares approach with the help of SmartPLS software, Tehran: Mehraban Nashr.
(in Persian)
Naderi Bani, N. (2016). Coaching and guidance in organizations, Tehran: Jihad University Press. (in Persian)
Naude, J. (2014). Becoming a Leader-Coach: A Step-by-Step Guide to Developing Your People. Ideas Into Action Guidebook Series, Center for Creative Leadership.
Peláez Zuberbuhler, M. J., Salanova, M., & Martínez, I.M. (2020). Coaching-Based Leadership Intervention Program: A Controlled Trial Study. Frontiers in psychology, 10, 3066. doi: 10.3389/fpsyg.2019.03066.
Rabha, M. (2021). Coaching Leadership and Its 6 Benefits.
Schwartz, Bar. (2020). Coaching Leadership style. International Coach Academy.
Setala, M. (2021). The Appearance of Coaching Leadership Style Within Marketing Industry And Marketing Teams: Has Covid-19 Effected on the Managers’ Used Leadership Style? Master’s Degree Strategic Business Development, University of Vaasa, School of Management .
Soleimani, M., Niknam, M. & Seyed Salehi, S.A. (2012). Investigating obstacles and problems of implementing strategic management in Iran's electricity industry. Quarterly Journal of Quantitative Studies in Management, 2(4), 1-18. (in Persian)
Soltani, M. (2014). Management Coaching, Tehran: Yadvareketab Publications. (in Persian)
Strauss, A. & Corbin, J. (2017). Basics of qualitative research (Techniques and stages of production of grounded theory), USA: San Jose State University Publications.
Vesso, S. (2016). Developing Coaching Culture Through Coaching- based Leadership Style. Thesis for the degree of Doctor of Philosophy. Estonia Business School.
Wachtel, T. (2016). Managerial Coaching: When Manager becomes Coach (Trends in Coaching). Linked in. Retrieved 2020-08-11 from: managerial-coaching-when-manager-becomes-coach-trends-timothy-wachtel/