Workplace coaching is increasingly used in organisations. Workplace coaching is conducted internally within an organisation for the purpose of helping employees, managers and leaders attain workrelated goals. Workplace coaching methodologies have evolved over time. The first ‘generation’ (1990s) focused on performance management. A hallmark of the second-‘generation’ (2000s) approach is structured step-by-step proprietary ‘Leader as Coach’ performance-focused coach training programmes. Such mechanistic approaches do not meet the challenges of the contemporary organisational context where uncertainty and rapid change are the norm. This paper describes the third-‘generation’ approach to workplace coaching that is increasingly apparent in the workplace. This is an approach that explicitly focuses on enhancing both the performance and the well-being of individuals and organisations in ways that are sustainable and personally meaningful. A case study example of how to integrate ‘Leader as Coach’ programmes into an organisation is presented. This developmental approach aims to create the culture of quality conversations needed for the challenges faced by contemporary organisations.
The IOC is a global community of coaches.