A study of coaching leadership style practice in projects

Abstract

Purpose The purpose of this paper is to describe and discuss how project managers practice a coaching leadership style (CLS). Design/methodology/approach This paper is based on a case study of an organization practicing coaching in projects. Findings The research findings show that to succeed with a CLS, project managers must have a large toolbox, which includes signature strengths, self-management and a give culture. Further, the paper describes how a model consisting of two learning processes can help to implement a CLS in practice. Research limitations/implications This study is exploratory, contributing to the development of a substantive theory. Theory testing as well as more in-depth investigation of mental models of a CLS would be valuable. Practical implications Coaching leadership theories offer insights that can be leveraged to make project management more effective through improved research foundations. Originality/value This paper focuses on how a CLS is carried out in projects and how it can be improved and should thus be of interest to managers searching for tools and models for effective leadership.