This paper describes the conceptual underpinning and application of a novel framework
for coaching organizational leaders. Rooted in person–environment fit theory, the
leader–culture fit framework yields a set of inferences about leader–culture fit and leads
to several unique perspectives on coaching. The intent of the framework is to organize
and augment the coach’s subjective insights about how the organizational culture may
support the leader’s development of certain capabilities while potentially constraining
the development of others. The proposed model also has the potential to better align
leader-development strategies, vis-a`-vis coaching, with the broader organization’s development needs by identifying key ways in which the leader can serve as an agent for
positive culture change. From a methodological perspective, we discuss three requirements: the use of parallel attributes, commensurate measures, and evaluative judgments
of attributes. We also briefly illustrate the model’s application using a case study that
combines data from an organizational culture assessment with data from a parallel
360-degree leader assessment, and finally, discuss several key challenges and limitations
to implementing the framework within a coaching engagement.
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