This paper provides an overview on the development of a coaching culture. It focuses on the best practices that are developing within the US and the European Union and presents a five stage model for the development of a coaching culture within organizations. Me five stages are: Informal External Coaching, Professional External coaching, Coaching for A ll, Coaching as a Management Style and Coaching Across the Network. Me article suggests that many organizations have aspirations to build a coaching culture, but a large number of them are currently at level one, two or three a long this journey.

The article is a theoretical introduction to further empirical studies planned by the authors. Its aim is to review the theoretical assumptions concerning the concept of self-leadership as a basis for an integrated, holistic management paradigm, manifested among others in coaching management style. One of the concepts referred to by the authors is Spiral dynamics by Graves, which assumes continuous development of self-consciousness of man and of humanity as a collective community, which is reflected also in management.

The article presents the nature of an autonomous and paternalistic management style. The author refers to “folwark-like organizational culture model” popular among Polish companies which embodies the essence of paternalistic management style characterized by coercion and absolute control over an employee. The author states that it is not in company’s best interest to have the employees dependent on their superiors. Autonomous management style characterized by trust and respect is much more constructive. That style of management directly corresponds with coaching approach.