This action research dissertation explores the role of coaching in fostering people's development within the administrative services of a small research-intensive public university. The study explores how coaching influences employee attitudes, self-efficacy, personal and professional growth, productivity, and overall organizational effectiveness. The research was conducted within the Business and Ancillary Services unit, which implemented a service excellence strategy that included coaching as a core component. The study seeks to understand the specific impact of coaching in enhancing employee engagement, fostering collaboration, and contributing to the university's broader organizational goals. A mixed-methods approach was utilized to gather both quantitative and qualitative data. Forty employees, including one director, six managers, and 33 unionized staff members, were invited to participate in an anonymous survey, while five participants were selected for semi-structured interviews to provide deeper insights into individual experiences and perceptions. The survey measured the effectiveness of coaching sessions on various developmental outcomes using Likert scale items, while the interviews were analyzed using thematic analysis. The findings revealed that coaching had a positive impact on employee attitudes, with participants reporting increased confidence, motivation, and engagement. Coaching was also linked to greater self-efficacy, enabling employees to feel more capable of achieving their goals and contributing to organizational success. Furthermore, coaching promoted stronger interpersonal relationships and teamwork, fostering a culture of collaboration and mutual support. Participants noted improvements in their personal and professional growth, particularly in skill development and adaptability. Productivity was also enhanced, as coaching helped employees focus on their objectives and optimize their performance. Although the findings are specific to a particular context, they offer valuable insights for varying contexts seeking to leverage coaching for employee development. The study concludes with recommendations for expanding coaching initiatives, exploring their long-term effects, and examining how organizational culture influences the success of coaching programs. This research underscores the potential of coaching as a strategic tool for driving both individual and organizational development. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]