A Coaching Style of Management and the Affective Structuration of Workplace Relations

  • Camilla NoonanEmail author
  • Séamas Kelly
  • Geoff Pelham
Part of the Progress in IS book series (PROIS)


In this chapter, we offer a performative, praxeological account of a protracted attempt by a UK social housing organisation to cultivate and institutionalise a distinctive kind of coaching culture. Drawing on in-depth, longitudinal fieldwork, we describe the organisation’s efforts to nurture a coaching style of management, which marked a significant departure from the more conventional directive style that foreshadowed it. In so doing, we highlight four important practices (connecting, presencing, nurturing and committing) that formed the bedrock of this new coaching style, and we examine the ways in which these practices helped re-shape broader cultural practices within the organisation. Our analysis draws particular attention to the distinctive ‘felt’ effects of this style of management, and to their role in a broader affective structuration of organisational life.


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Copyright information

© Springer International Publishing AG, part of Springer Nature 2019

Authors and Affiliations

  1. 1.University College DublinDublinIreland
  2. 2.LeedsUK

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