Profound social changes, new technologies, globalization and a growing diversity of the working environment all greatly in&uence the management process. More and more managers realize that keeping valuable employees requires something more than good money. In the current reality, in order to create teams that achieve great results managers must replace typical managerial behaviors, such as supervising, checking, monitoring and controlling, with new behaviors, such as coaching and communication. In other words, managers must change the paradigm of management.,e article describes coaching as a method of managing people. A coaching style of management should be implemented in order to improve the working atmosphere and conditions. In the end, people will be more effective and consequently the company will earn more money.,e author focuses on the current situation of managers in Poland.

Me first part of this paper presents the essence of coaching and defines the coaching position among other available methods of human development. Moreover, the role and place of implementing executive coaching in learning organizations will be discussed. Thus, the main idea of this article is to generate aprofound picture of the coaching process that was used in a wider context and as apart of the internal development program for Top Managers in Deloitte in Poland – the “Pursuit of Excellence” Program. Furthermore, it was researched how the coaching process infuences the development of top talented employees. Based on the conducted research studies it was verified that coaching is an effective method for talent development.

The article attempts to discover the dilemmas of coaching as a management tool by managers of distribution. It shows the richness subdiscipline Organizational Behaviour, little exposed on the Polish market development and training and its role in complementing competencies coaching sales managers. Emphasizes the link between the use of coaching techniques for managers, organizational behaviour and rituals. The intention to implement this article is to identify areas of organizational behaviour as that coach should explore, especially in managerial coaching.

The article presents how competence management in organization contributes to the effective functioning of the modern enterprise. Coaching with its multiplicity and complexity used as a tool for human resources development can bring many benefits into competency management. According to the author it is possible to find convergence in certain areas that coaching and competence management are described in the article.

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.

The paper presents the characteristics of coaching management style. Some substantial dilemmas encountered by the managers who apply the coaching management style have been indicated. The dilemma of being a coach or a mentor, the dilemma related to the manager’s behaviour towards the employee awaiting orders, the dilemma related to applying coaching to employees at the time of electronic communication and the dilemma of applying coaching at work under time pressure have been analysed.

Autorka prezentuje krótki przegląd wybranych badań dotyczących problematyki coachingu, wskazując te szczególnie interesujące dla coachów, menedżerów, beneficjentów coachingu, naukowców itd. Ostatecznie skupia się na prezentacji badań przeprowadzonych przez Kerryn Griffiths w ramach jej rozprawy doktorskiej, które ukazują coaching z perspektywy procesów uczenia się. Tym samym autorka stara się zainspirować coachów do namysłu nad swoją praktyką i jej doskonaleniem z udziałem nauki.