Document Type : Research Article

Authors

• Behnam Golshahi ¹
• Mohammadreza Amirbaglouye Dariani ²

¹ Associate Prof. in HRM, Command and Staff University of I.R.I Army, Tehran, Iran

² MSc. in Business Administration, Islamic Azad University, Science and Research Branch, Tehran, Iran.

Abstract

Purpose: This study aims to design and validate a structural model of the key components of talent coaching that influence organizational talent development.

Design/ methodology/ approach: This research adopts a developmental–applied design, employing a descriptive method and a sequential exploratory mixed-methods approach. The study was conducted in three main phases: (1) literature review and expert interviews for model identification, and (2) model validation through a structured questionnaire. The expert population consisted of university professors and managers from public organizations, of whom 14 were purposively selected for interviews. The quantitative sample included 218 human resource specialists and senior HR experts from various public organizations, determined using Cohen’s formula. Qualitative data were analyzed using thematic network analysis, while quantitative data were examined via structural equation modeling (SEM).

In the qualitative phase, data were collected through a review of relevant literature and semi-structured interviews with experts to identify the dimensions of talent coaching and its impact on talent development. Data were analyzed using Clarke and Braun’s (2015) six-phase thematic analysis framework with the aid of ATLAS.ti software. To assess the validity of the thematic findings, the criteria of credibility and confirmability were employed. Extracted themes were reviewed by three experts to evaluate their logical coherence and acceptance, while theoretical triangulation and expert review ensured confirmability.

In the quantitative phase, to validate the model and explain the causal relationships among the identified components, Partial Least Squares Structural Equation Modeling (PLS-SEM) using a variance-based approach was applied. A 29-item researcher-developed questionnaire was constructed based on 23 exploratory indicators for talent coaching components and 6 indicators for talent development synthesized from prior literature. Content validity was confirmed by expert judgment, and convergent and discriminant validity were assessed using SmartPLS 3.8.2. Reliability was verified through Cronbach’s alpha and composite reliability coefficients.

Research Findings: The results revealed that the components of talent coaching can be categorized into three main dimensions: the Essence of Coaching, the Coach’s Arsenal, and the Coaching Ecosystem.

• The Essence of Coaching encompasses three elements: (a) a coaching-oriented personality (e.g., strong will and motivation, empathy, active listening, flexibility), (b) professional coaching knowledge and experience (e.g., problem-solving skills, domain knowledge, understanding of organizational processes, planning and time management), and (c) coaching communication competencies (e.g., leadership and teamwork, motivational capacity, strong interpersonal skills).

• The Coach’s Arsenal comprises (a) professional coaching credentials (e.g., international certifications, professional development programs, and coaching workshops), (b) technical coaching skills (e.g., risk analysis and management, use of digital tools and data analytics), and (c) familiarity with coaching methodologies (e.g., GROW, CLEAR, and OSKAR models).

• The Coaching Ecosystem includes (a) a coaching-oriented strategy (e.g., alignment of coaching plans with organizational objectives), (b) enabling structures and processes (e.g., continuous feedback and evaluation systems, facilitative organizational structures), and (c) a coaching-supportive culture (e.g., managerial support for coaching and learning, a culture fostering employee growth and trust).

Quantitative analysis confirmed that all three dimensions of talent coaching have significant positive effects on organizational talent development. Among them, the Coach’s Arsenal exerted the strongest influence, followed by the Coaching Ecosystem and the Essence of Coaching. Model fit indices supported the adequacy of the proposed structural model. The findings underscore that talent development is not merely the outcome of the coach–coachee relationship but rather the product of an organizational ecosystem that institutionalizes learning, feedback, and trust.

Limitations & Consequences: This study offers a structural model for talent development based on coaching components; however, it has limitations. The sample was limited to public sector organizations, reducing the generalizability to private or international contexts. Data were gathered mainly from experts and coaches, excluding coachees’ perspectives. Additionally, the exploratory–sequential design did not allow for longitudinal assessment. Future studies should include diverse samples, longitudinal designs, and objective performance data.

Practical Consequences: The proposed model offers valuable applications for HR leaders, policy-makers, and organizational development specialists. Organizations can use the three dimensions—Essence of Coaching, Coach’s Arsenal, and Coaching Ecosystem—to develop competency frameworks, coach selection criteria, and talent development strategies. Integrating coaching into performance management, career development, and succession planning systems can help institutionalize a coaching-supportive culture, leading to sustainable talent growth and retention.

Innovation or value of the Article: The study’s originality lies in conceptualizing talent coaching as a multidimensional organizational phenomenon, beyond the traditional coach–coachee interaction. By integrating coaching personality traits, professional coaching arsenal, and ecosystem-based factors into a validated structural model using mixed-method evidence, it advances both theory and practice. Identifying the Coach’s Arsenal as the most influential dimension highlights the strategic role of methodologies, credentials, and digital tools in fostering effective talent development.

Paper Type: Original Paper

Keywords

• "
• Talent Development, Talent coaching, Thematic analysis, Structural Equation Modeling (SEM)"