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The influence of coaching on employees: a quantitative analysis in the context of the VUCA world

Author

Listed:
  • Mihaela Minciu

    (Bucharest University of Economic Studies)

  • Razvan Catalin Dobrea

    (Bucharest University of Economic Studies)

  • Irina Olimpia Susanu

    (“Dunarea de Jos” University of Galati)

Abstract

Today’s business environment is characterized by volatility, uncertainty, complexity, and ambiguity (VUCA). As a result, most employees find themselves dealing with a complex world that is influenced by a variety of interconnected problems and where the consequences of events often cannot be identified. In this context, coaching sessions conducted through the prism of self-determination theory (SDT) can help prepare employees to navigate this complex world. The aim of this study is to examine how such coaching sessions can influence the performance of employees living in the VUCA world. Considering the theoretical background behind the VUCA world and coaching, this research also explores the most effective ways for employees to respond quickly to new unpredictable and vulnerable contexts. By interpreting respondents’ answers using the Kruskal-Wallis and Mann-Whitney tests, this paper provides a comprehensive perspective on the role of coaching in organizations, taking into account the constraints and influences of the VUCA world. Quantitative analysis shows that coaching through the lens of SDT has a positive effect on employees. Most employees report that these coaching sessions should be implemented continuously in organizations to successfully manage the challenges and uncertainties presented by the VUCA world. Thus, to effectively address the situations that characterize the VUCA world and to prosper in the long run, organizations should embrace coaching.

Suggested Citation

  • Mihaela Minciu & Razvan Catalin Dobrea & Irina Olimpia Susanu, 2025. "The influence of coaching on employees: a quantitative analysis in the context of the VUCA world," International Entrepreneurship and Management Journal, Springer, vol. 21(1), pages 1-24, December.
    • Handle: RePEc:spr:intemj:v:21:y:2025:i:1:d:10.1007_s11365-025-01101-9
    DOI: 10.1007/s11365-025-01101-9
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