Figure 2
The diagram contains five labeled sections arranged in boxes. At the top, the section titled “Definition” contains three bullet points: “Intent: organisational (culture) change or development asterisk”, “Implementation: multiple types of coaching, planned or emergent interventions: management coaching approach and development of internal coaching capability”, and “Outcome: performance, engagement, supportive and inclusive environment”. Below on the left, the section titled “Antecedents” contains five bullet points: “Leadership commitment and involvement”, “Coaching skill and coachability are important competencies of leaders and managers”, “Coaching experience”, “Formalized and planned process (training or resources)”, and “Dialogic processes to shift organisational identity and culture”. In the center, the section titled “Interventions” contains eight bullet points: “Executive or one to one coaching or leadership development”, “Manager as coach development”, “Developing internal coaches”, “Coaching skills training”, “Team and group coaching”, “Coaching supervision”, “Communities of practice”, and “Action learning sets”. On the right, the section titled “Outcomes” contains eight bullet points: “Learning and growth through empowerment”, “Engagement or Positive communication consultation”, “Positive, supportive, and inclusive environment”, “Psychological safety”, “Attraction and retention”, “Performance”, “Problem solving”, and “Culture change”. At the bottom, the section titled “Measures” contains four bullet points: “Engagement Survey”, “Work Culture Survey”, “Coaching Culture Characteristics in Leadership Style model (3 C model)”, and “Leader’s Impact on Culture (L I C model)”.Conceptualisation of coaching culture as per Kapoutzis et al. (2024) framework