The aim of the present study is to explain the model of managers’ individual development based on coaching competencies using a Grounded Theory approach. This research is applied in terms of purpose, and qualitative in terms of approach, based on Grounded Theory. The statistical population includes 16 experts and specialists in the fields of management, human resources, and coaching, who were selected using purposive and snowball sampling until theoretical saturation was achieved. The data collection tool consisted of in-depth, semi-structured interviews. For data analysis, open, axial, and selective coding and MAXQDA software were used. The results of the data analysis led to the identification of 6 main categories, 15 sub-categories, and 66 indicators. The causal conditions include “subjective reality of management,” “intersubjective reality of management,” and “reality of power structure”; contextual conditions include “individual agency,” “organizational agency,” and “social agency”; intervening conditions include “individual risk-taking” and “collective risk-taking”; the central phenomenon includes “knowledge-oriented development,” “task-oriented development,” and “communication-oriented development”; strategies include “adaptation strategy” and “creativity strategy”; and consequences include “team outcomes” and “organizational outcomes.” Based on the findings, the individual development of managers based on coaching competencies requires an integrated approach that simultaneously strengthens the development of knowledge, the ability to perform tasks, and the communication capabilities of managers, while promoting their capacity for adaptation and creativity in order to realize desired team and organizational outcomes. The resulting model can serve as a basis for designing a management development system, training and cultivating coaching competencies, and strengthening managerial effectiveness in the Tadbir Energy Development Group.