Determination of Workplace Coaching and Self-Actualization in the European Union, North America, and Post-USSR Countries

Abstract

Coaching is increasing in popularity. Studies have found positive correlations between coaching and employees’ performance, job satisfaction, self-efficacy, and leadership (e.g. Elliger, Elliger, & Keller, 2003; Wales, 2013). However, the relationship between coaching and self-actualization is not well understood. In addition, little is known of cultural differences in coaching. The success of an organization is connected with employees’ well-being, self-actualization, and their individual needs to develop their full potential (Maslow, 1970). Therefore, understanding the relationship between coaching and selfactualization may be critical to a company’s success. The purpose of this study was to determine if there is a correlation between workplace coaching and self-actualization, and to investigate if there are significant differences between coaching and self-actualization across countries (European Union, North America, and post-USSR countries). The study used a convenient sample of 135 adults who currently reside in the European Union, North America, or post-USSR countries. The survey was conducted anonymously through the Internet, and participants were asked to answer a researcher-developed questionnaire about their workplace coaching experience, and their level of self-actualization, as well as some demographic information. This study found no significant correlation between workplace coaching and self-actualization. However, statistically significant difference between workplace coaching and self-actualization across countries was found. In other words, the cultural background of each employee, and their differences play an important role in the workplace management, and the effectiveness of performance depends on the proper application of management skills in regard to cultural dimensions.