Identification and analysis of criteria of the coaching competency in Tejarat Bankusing integrated interpretive structural modeling and fuzzy MICMAC approach
Keywords:
Coaching Competence, Passion for long-term performance, Interpretive Structural Modeling, Fuzzy MICMACAbstract
Organizations increasingly adopt coaching-oriented management practices to strengthen employee engagement, facilitate individual development, and improve organizational performance. This study investigates the key criteria of coaching competency and examines their interrelationships in Tejarat Bank. The research is applied in nature and employs an integrated methodological framework combining documentary analysis, expert interviews, the fuzzy Delphi method, interpretive structural modeling (ISM), and fuzzy MICMAC analysis. Initially, coaching competency indicators were identified through a comprehensive review of the relevant literature and consultation with experts. A panel of 10 academic and banking experts subsequently evaluated the importance of the identified indicators using fuzzy Delphi techniques, considering the specific organizational context of Tejarat Bank. The resulting indicators were then structured through ISM to clarify their hierarchical relationships and mutual dependencies, while fuzzy MICMAC analysis was applied to classify the indicators according to their driving and dependence powers. The findings indicate that coaching competency is a multidimensional construct involving coaching mindset, confidence relationships, effective coaching interaction, and performance management. In particular, acknowledgment and recognition, confidence in individuals’ potential abilities, continuous learning through self-reflection, sensitivity to others and the environment, questioning, passion for long- term performance, and self-innovation emerged as important foundational criteria within the coaching competency structure. The results suggest that strengthening these competencies can provide a systematic basis for developing managerial coaching practices, enhancing employee capabilities, supporting organizational learning, and improving performance within Tejarat Bank.
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