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AGORA INTERNATIONAL JOURNAL OF ECONOMICAL SCIENCES, 
AIJES, ISSN 2067-3310, E - ISSN 2067 – 7669, VOL. 16 (2022) 

The Coaching and Management of a Successful Organisation 

Gheorghina Liliana Bîrlădeanu1,  

1Faculty of Economic Sciences, Agora University of Oradea, Oradea, Romania 

E-mail gheorghina_birladeanu@yahoo.com  

Abstract  

Exercising coaching within organisations creates efficient teams, giving them sense and direction regarding 

actions, with an increased and consequent focus on the employees` motivational approach and also on the ability 

to delegate effectively. This way, a healthy environment is cultivated, with autonomous, self-taught working 

teams, which activate conscientiously aspects that lead to building a successful organisation. ”No one can 

whistle a symphony, it takes a whole orchestra to play it.” (H.E. Luccock) 

Key words: coaching, efficient teams, successful organisation 

1. Introduction 

The social, political and economic context of the latest years have shaped, more and more, 

the differences between the traditional managerial approaches, where orders are in the focus, 

and the modern ones, where leaders inspire and motivate. A highly productive management 

combines efficient communication, identifying viable strategies for the company, motivating 

employees to excel, participanting in making smart decisions. In order to reach organisational 

success, it is considered that a good manager is the leader that you want to follow, the one 

that can possesses the strategies to keep close good people and also to recruit valuable ones. 

A team that has a common goal, with relationships based upon trust, can build much more 

than the people who make up the team would do invididually. 

We understand that it is necessary to introduce in organisations the performance culture and 

the continual learning, aspects that require the latest proactive approaches. Within this 

context, we need to relate to the most recent researches in the field of management, that can 

develop the successful organisation. Regarding this issue, an essential vector is managerial 

efficacy through the ability to do coaching. Thus, coach-managers facilitate and maximize 

performance, forming teams orientated towards success.  

 

2. What is coaching?  

The International Federation of Coaching defines coaching individually as „a partnership that 

accelerates the client`s learning rhythm, his performance and progress on an individual and 

professional level”, while the European Coaching Institute defines coaching as „a process 

that helps the client give up what he is now in order to transform into what he wants to 

become.” [1] 

From these definitions, we identify the performance stimulator role of coaching for any 

individual, both from personal and professional perspective. 

Thinking about the fact that organisations are represented by groups, it is necessary to discuss 

the idea of a collective. In this regard, how would we realise a group coaching? Why? 

Because they are the ones that accomplish the goals of an organisation. Therefore, we begin 

with Thorton`s (2010) definition of team coaching, which he presents as a process of 

„coaching with a team in order to reach common goals, paying attention both to individual 

performance and to collaboration and performance at team level.” According to Cockerham`s 

vision (2011), who tackles with group coaching, the process is defined as „ a group one, 

facilitated by an experienced coach and created with the intention to maximize the combined 

mailto:gheorghina_birladeanu@yahoo.com
https://hallo.ro/dictionar-englez-roman/conscientiously


10 
 

energy, the experience and wisdom of individual people, who have chosen to participate, with 

the purpose to reach organisational or individual objectives.” [2] 

From the two aproaches that go beyond the individual dimension, we distinguish differences 

in various areas, such as: communication, vision, mission, values, leaders and focuses. 

At the same time, we also point out the complementary aspects of individual coaching and 

team/group coaching that converge towards a common goal: the success and performance of 

the organisation. 

Starting from the idea that the management team is the vital centre of the organisation, with 

major influence on its directions, the managers` decisions have reverberations on an 

individual level and also on an organisational level, an issue that influences the future of the 

company. If we balance the fact that the members of the leading team are usually chosen 

from the perspective of their functional responsabilities, but, sometimes, also for some 

subjective reasons, which have no connection with the specific of their competences, it is 

even more critical. More often than not, the managerial teams are really groups of senior 

managers, who do not work together, but make individual decisions. Hence, it is clear that 

most of the teams do not sequentially assume the design and the future of the company. 

Nowadays, shaping leading managerial teams by coaching is a relatively new phenomenon. 

Approaching coaching in companies  from a structural and functional perspective is the result 

of very powerful cultural models. The hegemony of the the business models from the 

Occident (and from the USA) has definitively shaped the emergence and functioning of the 

management team from the top of the organisations. 
The current feature that an organisation needs is using management team as a consequence of 

the growth of diversity and complexity of problematical situations, as a consequence of the 

globalisation phenomenon and, of course, from inside company, as a consequence of the need 

to adapt to new global business models. On the other hand, it is known that in any 

management team, there is a series of functional blockages or communication dissensions, 

which, from the coaching perpective, can develop large niches of positive evolution and also 

niches of escalading them. 

The specialized literature appreciates the valencies of coaching regarding responsibility and 

team members` autonomy area, self-esteem growth, collaboration, developing leaders, 

involvement, dedication, loyalty, commitment, productivity, reaching organisational goals, 

assuming mentality and behaviour change, aspects that lead to achieving remarkable results. 

Studies from Romania specify that the biggest blockage of Romanian managerial teams is the 

lack of a forum, of a reflection and dialogue cadre in the field of challenges that they 

encounter and of the roles that they have to adopt individually or as a team. 

Team coaching brings a real support for escalading the difficulty to produce and keep a 

climate that impels interpersonal transparency, which then creates an impulse and an energy 

for the entire team, favouring collaborative actions with intensified results. Thus, it is obvious 

that the managerial approaches with the help of coaching offers solutions for systemic 

remodelling of  the team and for synergistic revival of the common strategy. 

 

3. Conclusions 

We conclude that the existence and practice of coaching creates efficient teams, to whom 

they confer sense to their work and direction regarding actions, with a consistent emphasis on 

motivational approach for employees and, of course, on the ability to delegate efficiently. 

Thereby, a healthy environment is cultivated, with working teams that are autonomous, self-

taught, that work thoroughly in the presence or in the absence of their manager and that lead 

to building a successful organisation. 

 



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REFERENCES 

[1] https://mihaistanescu.ro/coaching-ul-echipei-de-management-i/#more-2427 

[2] https://www.edalt.institute/introducere-in-lumea-coachingului 

https://mihaistanescu.ro/coaching-ul-echipei-de-management-i/#more-2427
https://www.edalt.institute/introducere-in-lumea-coachingului

