The Axiological Structure of Developmental Culture: Coaching-Supportive Leadership Climate, Self-Regulation, and the Cultivation of Leadership in Organizational Life

Abstract

This study examines the axiological conditions under which human development is sustained within organizational culture. Treating developmental culture not merely as a managerial variable but as a structured value system that shapes human flourishing, the study asks which internal competencies and contextual values most strongly orient managers toward growth. Drawing on self-determination theory, social cognitive theory, and philosophical accounts of practical wisdom and value cultivation, it frames leadership development motivation as an expression of axiologically significant commitments rather than a purely psychological outcome. A cross-sectional survey was conducted with 96 managers from private, public, and nonprofit organizations. Standard multiple regression and hierarchical regression were used to estimate the relative contribution of decision-making, problem-solving, communication, emotional regulation, interpersonal skills, and coaching-supportive climate. Emotional regulation and communication emerged as the strongest unique predictors, while coaching-supportive leadership climate explained additional variance beyond the competency block. Managers with prior coaching exposure also reported higher leadership development motivation. The findings contribute to philosophy of culture by suggesting that individual virtue alone is insufficient for sustained human development—culture itself must be organized around values of autonomy, growth, and relational support, and that the developmental efficacy of organizational life is irreducibly axiological in character.