在知識經濟蓬勃發展的年代，人才是企業轉型變革發展最重要的資源，因此，人才的培育不可輕忽；如何協助員工職涯成功與自我實現，有效地促進個人學習，發展職涯所需的能力，來提高工作效率，並創造自我價值，將是個人能否因應瞬息萬變社會的重要關鍵。引入教練式領導是現今常見長期培育人才的一種型態。
本研究透過次級資料分析與深度訪談法來探討企業教練的運作邏輯、所需的能力以及其關鍵成功因素，期望做為企業公司發展教練式領導的參考。
透過本研究的分析與歸納，對企業教練的運作邏輯將可一窺究竟，包含企業教練的特點、教練源起、需要具備什麼能力，團體教練與個別教練兩種型態的差異，以及關鍵成功因素等，除有助於企業更有效地運用企業教練來培育人才外，對有志從事企業教練工作者也將有所啟發。

In the era of vigorous development of the knowledge economy, talents are the most important resource for the transformation and development of enterprises. Therefore, the cultivation of talents cannot be ignored; how to assist employees' career success and self-realization, effectively promote personal learning, and develop the ability required for career, to improve work efficiency and create self-worth will be an important key to whether individuals can cope with the rapidly changing society. The introduction of coaching leadership is a common form of long-term cultivation of talents today.
This study explores the operating logic, required capabilities and key success factors of business coaches through secondary data analysis and in-depth interviews, hoping to serve as a reference for companies to develop coaching leadership.
Through the analysis and induction of this research, we can get a glimpse of the operation logic of corporate coaches, including the characteristics of corporate coaches, the origin of coaching, what abilities are required, the differences between group coaching and individual coaching, and the key success. In addition to helping companies to use corporate coaching to cultivate talents more effectively, it will also inspire those who are interested in corporate coaching.

論文審定書 i
誌　謝 ii
摘　要 iii
Abstract iv
目　錄 v
圖　次 vii
表　次 viii
第一章　緒論 1
第一節　研究背景與動機 1
第二節　研究目的 3
第三節　研究流程 3
第二章　文獻探討 5
第一節　成人學習理論 5
第二節 管理教練技能 10
第三節　職場個人學習 12
第三章　研究設計 14
第一節　研究結構 14
第二節 研究方法 15
第四章　研究分析 18
第一節　個案公司簡介 18
第二節　綜合分析與討論 19
第五章　結論與建議 24
第一節　研究發現彙整 24
第二節　研究限制與建議 30
參考文獻 31
一、中文 31
二、英文 32
附錄　訪談摘要 34

一、中文
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Sir John Whitmore, 2002, Coaching for Performance Fifth Edition: The Principles and Practice of Coaching and Leadership. 《高績效教練：有效帶人、激發潛能的教練原理與實務》，江麗美譯，2010。臺北，經濟新潮社。
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陳恆霖，2012，Coach領導學：帶人才超越「現在職位」的企業教練心理&對話技術。臺北，大寫。
吳萬益，2015。企業研究方法。臺北，華泰文化。
蕭瑞麟，2007，不用數字的研究：鍛鍊深度思考力的質性研究。新北市，台灣培生教育出版股份有限公司。
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陳香涵，2013，員工認知之管理教練技能與員工正向心理資本之關係探討，國立中央大學人力資源管理研究所碩士論文。
陳麗如，2016，企業學習型組織之個案研究，東吳大學商學院EMBA高階經營碩士在職專班碩士論文。
二、英文
Beattie, R. S. (2002). Developmental managers: Line managers as facilitators of workplace learning in voluntary organisations. Unpublished Ph.D. Thesis, University of Glasgow, Glasgow.
Ellinger, A. D., & Bostrom, R. P. (1999). Managerial coaching behaviors in learning organizations. The Journal of Management Development, 18(9), 752-771.
Ellinger, A. D., Ellinger, A. E., & Keeler S. B. (2003). Supervisor coaching behavior, employee satisfaction, and warehouse employee performance: A dyadic perspective in the distribution industry. Human Resource Development Qiarterly, 14(4), 435-458.
Ellinger, A. D., & Cseh, M. (2007). Contextual factors influencing the facilitation of others’ learning through everyday work experiences. Journal of Workplace Learning, 19, 435-452.
Fournies, F. F. (1978). Coaching for improved work performance. N. Y.: Van Nostrand Reinhold.
Knowles, M. S. (1970). The Modern Practice of Adult Education: Andragogy Versus Pedagogy. New York: Association Press.
Malcolm S. Knowles, Elwood F. Holton III, Richard A. Swanson (2015). The adult learner: The Definitive Classic in Adult Education and Human Resource Development. New York: Routledge.
McLean, G. N., & Kuo, M. (2000). Coaching in organizations: Self-assessment of competence. In K. P. Kuchinke (Ed.), Proceedings of the academy of human resource development conference (638-645). Raleigh-Durham, NC: Academy of Human Resource Development.
McLean, G. N., Yang, B., Kuo, C., Tolber, A., & Larkin, C. (2005). Development and initial validation of an instrument measuring coaching skill. Human Resource Development Quarterly, 16(2), 157-178.
Park, S. (2007). Relationships among managerial coaching in organizations and the outcomes of personal learning, organizational commitment, and turnover intention. (Doctoral dissertation). Available from ProQuest Dissertation and theses database.