The coaching approach in developing strategic vision among change leaders
Abstract
The article examines the coaching approach as a powerful tool for fostering strategic vision among change leaders in the contemporary managerial landscape. It is substantiated that in the context of constant transformations, increasing complexity of challenges, turbulence, and uncertainty, strategic vision enables leaders to set the direction for organizational development, maintain team motivation, create a shared action plan, and sustain resilience in difficult situations. Based on the analysis of current scholarly sources from 2020 to 2025, the essence of strategic vision is clarified as an integrative managerial competency that combines systems thinking, imagination, adaptability, value orientation, and emotional intelligence. The author views coaching as a partnership-based interaction designed to unlock personal potential, activate reflective processes, and shape a personally meaningful vision.
The paper presents the author's original VISION model for strategic vision development, which includes six consecutive stages: Values, Imagine, Scan, Integrate, Own it, and Navigate. The VISION model is supplemented with a comparative analysis of the traditional management paradigm and the coaching leadership paradigm. A set of coaching tools that support the process of strategic thinking is described, including the «Vision Wheel», «Future Self», «Vision Tree», «Letter from the Future», «Values Coaching», and others. It is emphasized that coaching fosters a systemic perception of change, the development of vision grounded in internal meaning, and the ability to inspire others toward a shared future.
The scientific and practical value of the findings lies in the fact that the VISION model and the system of coaching tools can be effectively used in leadership development programs, professional coaching, and organizational transformation processes to cultivate change leaders with strategic thinking and a strong internal leadership stance.
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