Today’s organisations are operating in a so-called VUCA world. Under these new conditions traditional management tools are reaching their limits, independent, flexible and creative employees become essential for business success. Leaders and employees have to be supported in coping with their new roles and the ongoing changes they are facing. In a value-based organisational culture, employees can rely on practiced values and can operate autonomously in a defined framework. In such a value-based organisational culture, leaders with a coaching attitude find special acceptance within the workforce. We are suggesting an approach for (1) fostering such a value-based organisational culture, by applying principles of cognitive dissonance and experience-based learning. We combine this change of organisational culture with the (2) change of leadership culture, from command-and-control to leadership with a coaching attitude. We illustrate this approach with a practical case study at the shopfloor level.