Designing a Coaching Model for Managers in Public Organizations (Case Study: State Banks of Tehran)

Abstract

The present study aims to design a coaching model for managers in public organizations, specifically focusing on state banks in Tehran. The research adopts a mixed-methods approach, incorporating both qualitative and quantitative methods. In the qualitative phase, the research employed a developmental design, while the quantitative phase followed a descriptive survey design. The statistical population in the qualitative section consisted of 15 academic and executive experts employed in the banking system, selected using non-probability purposive and judgmental sampling. In the quantitative section, the population included all managers working in the headquarters of state banks in Tehran, totaling 151 individuals. Using Cochran's formula, a sample size of 108 was determined and selected through simple random sampling. Data collection tools included a semi-structured interview for the qualitative phase and a researcher-made questionnaire for the quantitative phase. The reliability of the interviews was confirmed via retesting, and the content validity of the questionnaire was verified by subject-matter experts. Data analysis methods included thematic analysis in the qualitative phase and structural equation modeling (SEM) in the quantitative phase to validate the proposed model. The findings revealed that the coaching model for managers in public organizations comprises several dimensions, including structural elements such as a flat structure with minimal hierarchy, an organic or flexible structure, a learning-oriented structure, delegation of authority, and low formalization; process-related elements such as enhancement of job-related skills, collaborative interaction between managers and employees, empowerment and learning for both managers and employees, defining success and progress metrics within organizational processes, continuous monitoring of organizational processes, and implementation of knowledge management practices; strategic elements such as long-term goal setting, development of a performance management system for continuous evaluation, and transformative and committed leadership especially in human resources; technological aspects such as improvement of appropriate infrastructure, utilization of electronic and virtual technologies, enhancement of e-learning and communication skills, and narrowing the gap from global standards (e.g., ISO); cultural components such as encouragement of innovation and creativity, promotion of learning participation, establishment of a coaching culture, increased risk-taking, development of personal competence, acceptance of failure and mistakes, and respect for organizational knowledge holders; and behavioral dimensions including personality traits of managers and employees, enhancement of job satisfaction, conflict resolution abilities, and increased organizational commitment. Quantitative analysis results confirmed the significance of the relationships between the model’s dimensions, components, and indicators at the 0.05 alpha level.