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Att vara ledare i team idag innebär ofta en lång lista över ansvar och förväntningar på resultat. Ledarskapet har under tidens gång utvecklats och förväntas nu skapa en effektivitet i gruppenför att ta tillvara på resurser. Detta ställer frågan om bästa tillvägagångssätt för ledare. Idag finns en större självklarhet att ledaren inte ska vara den som besitter all kunskap utan ska ha fokus på att vägleda teamet i rätt riktning. Detta talar för att det coachande förhållningssättet är det som är mest framgångsrikt för att främja effektiva team. Syftet med denna studie är att undersöka ledares uppfattning av att leda effektiva team och analysera i vilken utsträckning det överensstämmer med ett coachande förhållningssätt. Ämnet har studerats genom en kvalitativ forskningsmetod där empirin utgått från respondenter som har erfarenhet i rollen som ledare inom effektiva team. Resultatet visade på en komplexitet där flera komponenter haft en betydande roll i ledarskapet som likställs med ett coachande förhållningssätt. Dessa är frihet under ansvar, att skapa en trygg miljö, vägleda mot utveckling och ett inspirerande ledarskap. Slutsatsen belyste de olika komponenter som ansågs vara grundläggande för ett coachande ledarskap med målet att främja effektiva team och sammanflätade dess påverkan på varandra. Vidare uppmärksammades ledarskapskomponenter som respondenterna lyfte som inte ansågs överensstämma med studiens kontext och hur dessa kunde undersökas i vidare forskning.

Abstract   A coach is a good listener, who asks many effective and open questions. In addition, the coach's work procedure should promote innovative thinking and start a person's learning and analytical mindset.  It's pretty much about helping others learn for themselves.    But what does it look like in reality and how do active leaders in professional organizations view coaching and the coaching approach?   The purpose of the study is to investigate leaders' views and perceptions of coaching and the coaching approach within professional organizations. The method used for the survey was semi-structured interviews, after which the analysis work was supported in thematic content analysis. The theoretical framework that the study is based on is the theory of transformative leadership.     The main result showed that the active leaders within the organizations perceive the coaching approach as a way to manage and meet different situations in their leadership role. A leader with good communicative knowledge, who creates conditions and understands the employee's needs is how the leaders choose to describe the coaching leader. The method of success in their coaching leadership is, according to the respondents, responsiveness and to spend time building a relationship with the employee.  They believe that a coaching leader promotes motivation and a culture that is pleasant to be in. The result of a coaching approach seems to be positive and all parties believe that the entire organization benefits from it. The parties themselves believe that the research area is difficult to define and that their own perception regarding coaching is somewhat diffuse and not always easy to describe.  Some people believe that the coaching approach permeates the entire structure of the organization, while others highlight that the organization could advantageously review the structure so that the organization could apply coaching as a method. For those who perceive that the entire organization is coaching, it feels like a requirement to apply a coaching leadership. The others who do not have the coaching method as clearly integrated in the structure of the organization believe that it is a voluntary choice. Something the leaders apply because it is supposedly a way to achieve good results.     Keywords: coaching approach, coaching, leadership, organization, transformative leadership