Robert Wright, Wright Graduate University for the Realization of Human Potential, USA Judith Wright, Wright Graduate University for the Realization of Human Potential, USA Gordon Medlock, Wright Graduate University for the Realization of Human Potential, USA Mike Zwell, Wright Graduate University for the Realization of Human Potential, USA Abstract This study describes the iterative development of a Grounded Leadership (GL) and Emergence Coaching (EC) model based on classic grounded theory (CGT), designed to foster the emergence and realization of human potential. It traces five cycles of action research to transform the leadership, coaching practices, and culture of a learning organization. The model describes a co-creative process of facilitating human emergence that includes phases of engaging, discovering, core concepting, visioning, and “so-whating,” i.e. taking concrete steps toward realizing the vision. Emergence is the core concept that best explains the GL & EC process. This study extends the insight of an earlier study of GL to the domains of coaching and Being-Based Leadership (BBL). This includes development of a graduate level degree program and International Coaching Federation (ICF) accredited coach certification program designed within an EC framework. All five cycles demonstrate how CGT informs these leadership and coaching models, including the foundational processes of critical thinking, inferential reasoning, and the facilitation of human emergence. Key Words: Grounded Leadership, Action Research, Classic Grounded Theory, Emergence Coaching, International Coaching Federation (ICF), Transformational Coaching & Leadership, Human Emergence Introduction This action research study represents an ongoing exploration of the principles and methods of classic grounded theory (CGT) applied to the practices of leadership and coaching. In the first three study cycles we describe Grounded Leadership (GL) and our initial attempts to apply principles of CGT to existing leadership programs. This study highlights the synergies between CGT and the process of non-directive leadership (Wright, R. J., 2008) and later Emergence Coaching (EC), all of which focus on the emergence of explanatory core concepts that characterize what is happening in the data field of practice. Our study focuses on how key principles of CGT research design, including discovery of core variables (i.e. core concepting) and emergence, inform new theories of GL and EC. Our interest in the process of emergence related to leadership and coaching began long before we learned about CGT. The principal researcher for this study was trained in a broad spectrum of individual and group process methodologies, including psychodrama in the French school of Sauvage (Blatner, 2000), contemporary Adlerian group process focusing on challenging limiting beliefs (Mosak & Maniacci, 1999; Wright et al., 2021), and encounter group approaches (Rogers, 1970; Schutz, 1973). He viewed leadership, coaching, and learning through an Adlerian-existential-developmental lens as a process of facilitating the emergence of individuals’ unique potential for becoming their best, most authentic selves (Carkhuff, 2000; Jackins, 1975; Rogers, 1977, 1996; Wright & Medlock, 1995; Wright & Wright, 2012; Wright & Wright, 2013). The role of the leader, coach, and educator was to draw out this unique potential in those they lead and coach. As we were introduced to CGT in our doctoral studies, we were struck by how the principle of emergence was central to the research design. It was the first time that we had seen a pragmatic and user-friendly way to bridge the domains of inquiry relating to content/data, theory building, and the process of facilitating human emergence at the level of being and becoming. Phenomenology includes a methodology of bracketing preconceptions to heighten awareness of what is unique in each present experience (Giorgi,...