Organizations need professional support mechanisms to achieve sustainable success, institutionalize a high-performance culture, and effectively manage change. In this context, coaching stands out as a strategic tool supporting development at both individual and organizational levels. Coaching practices contribute to the more effective and controlled execution of change processes by increasing self-awareness, revealing potential, and optimizing performance. In this context, coaching plays a significant role in enabling organizations to gain a competitive advantage and strengthen their human resources in the contemporary business world, where the need for continuous change and development is decisive. This study aims to evaluate Developmental Coaching and Control-Oriented Guidance, two coaching styles within the field of organizational behavior, along the opposing-attraction axis. In this context, the basic literature information and theoretical foundations of the concepts are presented, along with studies in the literature, a comparative evaluation of the concepts, and their contributions to the field of management. No studies on these concepts were found in the domestic literature. Therefore, the aim is to contribute to the literature.