The aim of this research is to expand the base of knowledge and empirically find the relationship between coaching leadership style and follower?s job performance with organizational culture as a moderator. There are two objectives of the study. First is to determine the impact of a leader?s coaching leadership style on the follower?s job performance. Second is to determine the moderating role of organizational culture in the relationship between coaching leadership style and follower?s job performance. The study is positivistic, explanatory and quantitative in nature and conducted on the pharmaceutical sales force. Results shows that coaching leadership has a positive relationship with task performance and contextual performance. Coaching leadership has a negative impact on counterproductive work behavior. The relationship with the contextual performance was higher than task performance and counterproductive work behavior. Organizational culture moderated the relationship between coaching leadership with task performance and counterproductive work behavior. This study highlighted that coaching leadership has a significant relationship with contextual performance and organizational culture did not moderate this relationship. The study provides the extensive view about the relationship of coaching leadership with job performance and the moderating role played by organizational culture.