This quantitative descriptive study examined common factors between the coaching culture and the transformational leadership, transactional leadership, and high-performance organizational culture of a global, asset management firm. The research questioned whether common factors exist between determinants of established assessments of organizational culture. The review of the literature established that coaching cultures represent an emerging paradigm; that coaching cultures may be superior cultures within transformational contexts; and that some organizations have begun to develop coaching cultures. Coaching cultures seem to share common determinants with transformational leadership and high-performance cultures and therefore may also lead to superior organizational outcomes. Relationships were examined using factor analysis to define composite factors from three existing organizational culture surveys. Three null hypotheses and their alternate hypotheses were tested. The first and second alternate hypotheses tested for common factors between coaching culture determinants and transformational and transactional leadership determinants. The third alternate hypothesis tested for common factors between coaching culture determinants and high-performance culture determinants. The findings of the study suggest that coaching cultures share weak relationships with transformational and transactional leadership cultures, although the relationship was stronger in the case of coaching cultures and transactional leadership. Coaching cultures did share common determinants with high-performance organizational cultures.
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 70/03, Dissertation Abstracts International|
|Subjects:||Management, Organizational behavior|
|Keywords:||Asset management industry, Coaching culture assessment, Coaching cultures, Factor analysis, Full-range leadership, High-performance organization, Leadership, Transactional leadership, Transformational leadership|
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