Beyond Western Coaching Models

In a previous article Cultural Contexts for Executive Coaching, I highlighted the limitations of coaching models that were designed and were largely applicable to Global North/Western cultures and workplace models.

Much of this has spawned the popular coaching training and leadership development programmes that lack a global context, essentially rendering many of these models irrelevant and ineffective.

In this article, I want to share some of the coaching models from Asian, First Nation, and South African traditions that I have effectively used and incorporated into my executive coaching. Something that would reflect the inclusive approach I use for my coaching, and what has helped to shape The BRAVE Model™️ as a leadership tool.

These models often incorporate holistic, culturally rooted approaches that can add depth and diversity to coaching practices internally and externally for organisations.

Ubuntu Coaching Model

Ubuntu is a Southern African philosophy that emphasises communal relationships, interconnectedness, and the belief that "I am because we are." The Ubuntu coaching model integrates these principles into coaching by focusing on collective well-being, community-oriented leadership, and ethical decision-making. This model encourages leaders to think beyond individual success and consider the impact of their decisions on their communities and organisations.

It is ideal for leaders in multicultural organisations or those seeking to develop a more inclusive, community-focused leadership style.

Ubuntu has been explored in the context of leadership and coaching in various African studies and is increasingly being recognised in global leadership development programs. While not always marketed under the “Ubuntu” label, companies such as Nedbank and Sasol have been reported in various leadership studies as integrating communal and ethical principles in their development programs. These programs encourage leaders to balance individual achievement with collective welfare, aligning well with Ubuntu values.

In their seminal work, "Understanding the Essence of the African Philosophy of Ubuntu: Implications for Business Organizations," Mbigi & Gond (2002), the authors explore how Ubuntu can inform ethical leadership and decision-making practices. Their research discusses how applying Ubuntu principles can lead to more inclusive, ethical, and community-focused leadership in African contexts.

Navajo Nation’s Hózhó Model

Hózhó is a central concept in Navajo (Diné) philosophy, encompassing the ideas of balance, harmony, and beauty in life. In a coaching context, this model emphasises achieving balance and harmony within oneself and in relationships with others. Executive coaching using this model might focus on aligning personal and professional goals with a sense of spiritual and communal balance.

This is effective for leaders looking to integrate holistic well-being into their leadership practices, fostering a balanced approach to work and life.

This model is rooted in Navajo cultural practices and can be adapted for broader coaching practices. Some Native American organisations and cultural centres incorporate Hózhó—a concept that emphasises balance, harmony, and beauty—in their leadership development initiatives. These programs are designed to help leaders achieve personal and professional equilibrium by integrating traditional wisdom with modern management practices.

Some global companies working in or with indigenous communities have begun to include elements of Hózhó in their executive coaching, something I witnessed while coaching on an inclusive leadership development programme for an e-commerce client. Although explicit corporate case studies are less common than for Ubuntu, several government and non-profit initiatives in North America use Hózhó-inspired approaches to promote healing, balance, and ethical leadership in leadership development.

For those curious as to how they can applied to their coaching models, collections such as "Native American Leadership: Tradition, Innovation, and the Future" discuss how indigenous concepts like Hózhó can be adapted to contemporary leadership challenges.

Ikigai Model

This is a Japanese concept that means "a reason for being." It refers to the intersection of what you love, what you are good at, what the world needs, and what you can be paid for. The Ikigai coaching model helps clients find their purpose by guiding them to identify and align these four elements. This approach is particularly useful in executive coaching for aligning personal passion with professional responsibilities.

It is suitable for executives seeking purpose-driven leadership and career fulfilment and has been popularized globally, especially in career and life coaching contexts.

While companies like Toyota and Sony may not label their practices explicitly as “Ikigai coaching,” their longstanding emphasis on purpose-driven work and continuous improvement reflects core Ikigai principles. These organizations have cultivated environments where employees and executives are encouraged to find meaning in their work, align their strengths with corporate goals, and contribute to broader societal needs.

Interestingly some executive coaching models in Europe and North America now include “Discover Your Ikigai” sessions that guide leaders through self-reflection exercises aimed at uncovering their core motivations and aligning them with business objectives.

In his book The Little Book of Ikigai: The Essential Japanese Way to Finding Your Purpose in Life, the author, Ken Mogi, provides a concise exploration of Ikigai, breaking down its components and explaining its relevance to personal growth and leadership. The book’s accessible format has made it a favourite among executive coaches like myself looking to introduce purpose-driven frameworks into their programs.

Confucian Coaching Model

Confucianism, with its emphasis on ethics, moral development, and leadership by example, forms the basis of the Confucian coaching model. This model focuses on cultivating virtues such as benevolence, righteousness, propriety, wisdom, and faithfulness in leadership. Coaches using this model guide clients to lead with integrity and moral clarity, fostering trust and respect within their organizations.

This is effective for leaders who value ethical leadership and want to develop a principled approach to decision-making. It is deeply rooted in Chinese culture and has been adapted in various leadership development and coaching practices including my own when I have worked with global companies with a staff footprint in China and Hong Kong.

Confucian coaching models have been applied in both Chinese and global companies to guide executives. These models emphasize ethical leadership, moral development, and leading by example, aligning well with the cultural and organizational values in many Asian contexts.

Huawei, a leading global telecommunications company based in China, has incorporated Confucian principles into its leadership training programs. ZTE Corporation, another major Chinese telecommunications company, has drawn from Confucian principles in shaping its corporate governance and executive coaching practices. Although based in South Korea, Samsung has also integrated Confucian values into its leadership development programs. The company’s coaching for executives often includes a focus on filial piety, respect for hierarchy, and the importance of harmonious relationships

Western companies like IBM and General Electric have developed region-specific leadership training that incorporates Confucian values such as ethical decision-making, respect for hierarchy, and the cultivation of virtue. These programs help foreign executives better understand and navigate the cultural dynamics of doing business in China, fostering more effective leadership and smoother operations in the region.

Ho'oponopono Model

Ho'oponopono is a traditional Hawaiian practice of reconciliation and forgiveness. In coaching, this model emphasizes healing relationships, resolving conflicts, and restoring harmony within teams or organizations. Executive coaching using Ho'oponopono can be particularly effective in environments where there is a need to rebuild trust or resolve deep-seated conflicts.

It is very suitable for coaching in conflict resolution, team building, and fostering a culture of accountability and forgiveness. A reliable alternative to many of the conflict management tools used in low context and individualist cultures.

Ho'oponopono has been widely studied and practised within Hawaiian culture in particular and has applications in modern coaching, and not just for global companies who have pacific islander and Polynesian cohorts. I discovered this while working alongside other coaches for a global e-commerce company who had more context of the culture of Pacific Islanders and Polynesian culture.

Hawaiian Airlines is known for integrating Hawaiian cultural values into its training and leadership programs. Aspects of Ho'oponopono such as reconciliation, mutual respect, and healing interpersonal conflicts are embedded in customer service and internal conflict resolution training.

Organisations such as Hawaii Pacific Health and various state government agencies in Hawaii have incorporated Ho'oponopono principles into their leadership development and community engagement initiatives. Integrating these practices helps create a more compassionate work environment, where staff can address challenges and resolve conflicts through culturally grounded, restorative practices.

For coaches, outside of academia, the leadership literature is limited, but Zero Limits by Joe Vitale and Dr. Ihaleakala Hew Len who helped popularise Ho'oponopono in the West as a method for personal transformation and healing, is a good jump-off point.

Taoist Leadership Model

Rooted in the principles of Taoism, this model emphasizes leadership that is in harmony with the natural order, Tao. It focuses on the concepts of wu wei (non-action or effortless action), simplicity, and humility. Coaches using this model encourage leaders to adopt a less forceful, more adaptive approach, promoting a style of leadership that is flexible, responsive, and aligned with natural rhythms and the flow of circumstances.

It is ideal for leaders looking to cultivate a more serene, balanced approach to leadership, particularly in fast-paced or high-stress environments.

Taoist principles have influenced various aspects of Chinese culture, including leadership and personal development.

Large Chinese tech companies such as Alibaba and Tencent have integrated elements of Taoist thought into their corporate cultures. These companies emphasize innovation through non-linear thinking, embracing uncertainty as an opportunity rather than a threat. This approach aligns with the Taoist idea of flowing with the natural course of events rather than rigidly controlling them.

Several multinational coaching firms and leadership development programs in North America and Europe have begun to adopt Taoist principles, often under themes like mindfulness, balance, and simplicity, to help executives navigate fast-paced and complex environments. Interestingly I have found that many “servant leadership” and adaptive management programmes are inspired by Eastern philosophies such as Taoism, emphasizing the importance of leading by example, embracing change, and maintaining the balance between strategic action and natural progression.

For coaches looking for literature to support this Tao Te Ching by Lao Tzu is a classic text that lays the foundation for Taoist philosophy. Its teachings on simplicity, balance, and “wu wei” have inspired generations of leaders and have been referenced in numerous leadership and coaching models. The Tao of Leadership by John Heider translates Taoist wisdom into practical advice for leaders. Focusing on the importance of intuitive decision-making, humility, and harmony in leadership practices is often cited in discussions on Tao-based coaching models. And finally, The Tao of Coaching by Max Landsberg applies Taoist concepts directly to coaching. It offers a framework for developing leadership qualities through reflective practice and a focus on natural flow, rather than forced outcomes.

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Executive coaching is a fundamental part of leadership development, growth and accountability for organisations around the world. The challenge with so much of this training, especially for practitioners in the global north is that it is limited to a small narrow body of thinking. If we are in the business of behaviour change both on a systemic and individual level then we must be equipped with toolkits to be able to navigate those we coach not just from low-context cultures such as France, Germany, Netherlands, etc who favour direct, structured, and goal-oriented coaching conversations. Or even individualist cultures like the UK, US, and Australia, support models that emphasise personal growth and autonomy in leadership. But to also extend our remit to cater for high-context cultures like China, Nigeria, Japan, etc that require a relationship-driven approach where indirect communication and deference to hierarchy are respected. Collectivist cultures found in Latin America, the Middle East, and across Asian and African countries often require coaching that considers community impact and group harmony over individual aspirations.

This is one of the things I have aimed to address using The BRAVE Model™️. It is still a work in progress but my aim is that it can make a dent in the way many coaches approach their practice which is not as inclusive as they hope.

Leaning into these culturally rich coaching models from around the globe offers alternative perspectives and approaches to executive coaching, emphasizing community, balance, purpose, ethics, and harmony. Integrating these models into coaching practices can provide a more holistic and inclusive approach, particularly in diverse or multicultural environments.