Objective: The emergence of private banks alongside state-owned banks and the increasing intensity of competition between them has caused banks to spend a large part of their energy and power to improve their performance and productivity, which can be increased by increasing management coaching activities. Therefore, the purpose of this study is to identify coaching indicators in service organizations (studied in the private banking industry). Methods: This research is of mixed type. The type of research in the qualitative section was content analysis. The participants in this section were professors and experts in the banking system. The sample size was selected by 15 people after theoretical saturation and purposefully. Data were collected through semi-structured interviews and data analysis using the thematic technique. The type of research in the quantitative part was descriptive-survey in which the statistical population was equal to all employees of private banks with a sample size of 257 people and selected by category. Data analysis in this section was using confirmatory factor analysis and Amos software. Results: The findings showed that the categories of coaching in the field of private banking include "knowledge and expertise, ethics, personality traits, shared values, leadership, coaching techniques, management skills". Conclusion: Using the findings of this study can nurture the talents of employees and turn human resource weaknesses into strengths for the organization. It also increases the succession capacity of the organization and in the long run, can increase productivity in the organization.

Workplace deviance is indeed an issue for any organization. Many researchers have endeavored to explore different predictors to control this problem. However, Managerial coaching can be seen as a leading Managerial practice to address this issue within the organizations. Using the LMX theory, a model was developed to explore the direct relationship between Managerial coaching and workplace deviance and their indirect relationship through thriving at work. A survey was conducted on a sample of 300 pharmaceutical sales employees selected through simple random sampling. The structural equation modeling (SEM) technique was used to conduct data analysis and model fitness. The results reveal that Managerial coaching has a significant impact on reducing supervisor-directed deviance which can be explained through the intervening role of thriving at work. According to the data, managers or supervisors who act like mentors are less likely to be targets of deviance by their subordinates, most probably because the subordinates who are guided and mentored focus more on performing well, rather than on being vengeful. This study provides an empirical and practical contribution to combating and reducing workplace deviance through coaching and thriving at work. The theoretical implications, future directions, and limitations are also discussed.

The purpose of this research was identifying the barriers of effective Managerial coaching and their mechanisms of influence when "a manager faces the employee's unsatisfactory performance" in a data center services unit. The research was carried out using the grounded theory strategy. Data was collected through semi-structured interviews with eighteen people comprising eight managers and ten employees, using theoretical sampling. Five barriers were identified one of which is a contextual characteristic of data center industry and its influence on coaching in that industry was not studied before. Two other barriers were not identified in previous studies either. The core category of the identified barriers is that sometimes the manger or the employee, ignore the unsatisfactory performance situation as a coaching situation. The mechanisms of influence of barriers were not found in the literature but in this study, three mechanisms were identified. First, they prevent manager from coaching behavior. Second, they prevent employee’ s learning despite manager’ s coaching behavior. Third, they weaken the employee-manager work relationship despite manager’ s coaching behavior. Three solutions are suggested to data center service providers. First, employees and managers can take the situations of unsatisfactory performance as an appropriate opportunity for coaching by enhancement of their self awareness and mindfulness such that they consciously recognize the suitable moments for coaching. The organization should also promote the supportive approach of managers when they react to the employee’ s unsatisfactory performance. Second, the human resource specialists and managers should help the employees develop required non-technical competencies. Third, the human resource specialists should help the managers learn how to motivate their employees and mechanisms of employee motivation for learning should be designed in the organization.

Supportive coaching promotes individual development and organizational effectiveness, emphasizing nurturing and learning. Leading organizations utilize skilled managers not only as successful leaders but also as proactive coaches to enhance productivity and reduce costs. The aim of this study was to design a coaching model for managers of Iranian governmental organizations with a focus on sustainable human resources. This research employed a qualitative methodology, and the participants included faculty members specializing in organizational behavior management and human resource management in higher education institutions, senior managers and experts in human resource management in governmental organizations, and specialists with awareness of the research topic. Using the snowball sampling method, 15 experts were selected. Data collection was conducted through semi-structured interviews. For data analysis, thematic analysis based on the six-phase approach of Clarke and Braun (2006) was used through three stages: initial coding, theme development, and theme refinement, utilizing Atlas. ti software. To ensure validity and reliability, necessary assessments were conducted using Holsti’s coefficient, Scott’s Pi coefficient, Cohen’s Kappa index, and Krippendorff’s Alpha. The level of agreement among experts, calculated via Holsti’s coefficient (observed agreement percentage), was estimated at 0. 887,Scott’s Pi index at 0. 755,Cohen’s Kappa at 0. 725,and Krippendorff’s Alpha at 0. 817. Based on the findings, the final model consists of seven main themes: 1) personal and professional characteristics of the coach, 2) coaching process, 3) knowledge-orientation, 4) organizational transformation, 5) technology and equipment, 6) interactivity, and 7) support and resources—comprising 22 sub-themes and 135 indicators.

Supportive coaching promotes individual development and organizational effectiveness, emphasizing nurturing and learning. Leading organizations utilize skilled managers not only as successful leaders but also as proactive coaches to enhance productivity and reduce costs. The aim of this study was to design a coaching model for managers of Iranian governmental organizations with a focus on sustainable human resources. This research employed a qualitative methodology, and the participants included faculty members specializing in organizational behavior management and human resource management in higher education institutions, senior managers and experts in human resource management in governmental organizations, and specialists with awareness of the research topic. Using the snowball sampling method, 15 experts were selected. Data collection was conducted through semi-structured interviews. For data analysis, thematic analysis based on the six-phase approach of Clarke and Braun (2006) was used through three stages: initial coding, theme development, and theme refinement, utilizing Atlas. ti software. To ensure validity and reliability, necessary assessments were conducted using Holsti’s coefficient, Scott’s Pi coefficient, Cohen’s Kappa index, and Krippendorff’s Alpha. The level of agreement among experts, calculated via Holsti’s coefficient (observed agreement percentage), was estimated at 0. 887,Scott’s Pi index at 0. 755,Cohen’s Kappa at 0. 725,and Krippendorff’s Alpha at 0. 817. Based on the findings, the finalmodel consists of seven main themes: 1) personal and professional characteristics of the coach, 2) coaching process, 3) knowledge-orientation, 4) organizational transformation, 5) technology and equipment, 6) interactivity, and 7) support and resources—comprising 22 sub-themes and 135 indicators.

In recent years, the role of coaching human resource managers has been proposed as a new paradigm in organizations. Accordingly, present research aimed at designing HR as coach paradigm in National Iranian Petrochemical Company by utilizing a qualitative technique based on grounded theory. Data collection has been done by semi-structured interview with 15 managers, heads and expert of human resources and the receivers of HR services in petrochemical industry who were selected and interviewed by objective and snowball sampling methods. The collected data was analyzed in three steps of open coding, critical coding and selective coding. Research findings indicate 18 general category, 51 sub-category and 160 minor category that were designed and identified as a paradigm of human resources manager as coach in the form of causal, contextual and intervener conditions, axial category, strategies and consequences.

Background and Aim: Today, nurses with innovative behaviors are an asset of any hospital, since they can instigate improvement and progress. Managerial coaching can help employees increase their innovative behaviors and motivate them function better. The purpose of the present study was to investigate the effect of Managerial coaching on innovative behaviors by mediating the role clarity and psychological empowerment among nurses in a military hospital in Tehran. Method: This study used a descriptive-survey research method is. The population included 190 nurses from a military hospital in Tehran, Iran. From this population, 130 people were selected by simple random sampling. For data collection, standard questionnaires were used which had been verified for their reliability and validity. Questionnaires were distributed among the nurses of different parts of the hospital within three days and they were asked to complete them after one week. To analyze the data, structural equation modeling using SMARTPLS software was used. Results: Managerial coaching has a positive and significant effect on nurses' innovative behaviors (t =146. 6, β = 0. 511). Among the management coaching components, this study showed that the acceptance of ambiguity, facilitating development and open communication have the most impact. The mediation of role clarity and psychological empowerment has a positive and significant effect on innovative behaviors and can instigate innovative behaviors in nurses. Conclusion: Regarding the findings of the research, it is possible to increase the Managerial behaviors by supervisors and managers by means of introducing a Managerial approach. Management mentoring help to provide role clarity and psychosocial empowerment for nurses and increases their innovative behaviors.