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Managerial Coaching: Challenges, Opportunities & Training
Journal of Management Development
Abstract
Purpose
– The purpose of this paper is to provide insights into the growing practice of managerial coaching. Much of the coaching literature is set in the context of an external coach coming into an organisation. However managers are increasingly being expected to coach their employees, a change in role which can create tensions.
Design/methodology/approach
– This paper examines the literature on coaching managers. The paper also discusses practical implications for coach training.
Findings
– This paper identifies key differences in the issues faced by coaching managers and by internal/external coaches and recognises the importance of adequate training of managers in coaching skills as an important issue for organizations to tackle. Furthermore, the development of a supportive coaching culture should not be underestimated in facilitating managers to apply their coaching skills on a daily basis.
Originality/value
– The paper gives an overview of the challenges of the coaching managers, identifies areas for development/consideration of coaching training programs and offers practical suggestions for supporting managers in applying their coaching skills.
... This idea offers potential to explore coaching as a sustainable mode of learning (Boyatzis et al., 2006). A number of authors (Redshaw, 2000;Knight and Poppleton, 2008;McCarthy and Milner, 2013) acknowledge coaching's ability to be self-perpetuating. However, they caution that this can only be possible if the coachees' coaching experience is positive. ...
... Similarly, Redshaw (2000) argues that coachees become coaches if the coaching is done right. Knights and Poppleton (2008) and McCarthy and Milner (2013) believe that having a positive experience of executive coaching encourages coachees to enhance their coaching skills. ...
... All these claims are not supported with empirical evidence. However, this study indicates that executive coaching helps the participants to reinforce the values and powers of coaching that encourage them to continue to coach themselves and others (see McCarthy and Milner, 2013;Knights and Poppleton, 2008;Redshaw, 2000). It is evident that the coachees started self-coaching as a result of their executive coaching engagement. ...
Executive coaching is a popular leadership development intervention. Despite the popularity, our understanding of how executive coaching facilitates learning and development is under-researched. We addressed this research gap by exploring how business leaders interpreted their executive coaching experience using interpretative phenomenological analysis as the research methodology. After purposively selecting three coachees and two coaches, we conducted two semi-structured interviews with each participant. The data analysis revealed that executive coaching helped coachees to become independent learners and to coach themselves and others. These findings establish an enhanced understanding of how coaching may facilitate leadership learning and development.
... Many studies that have explored the relationships between managers who serve as coaches and their subordinates (Adele et al., 2022;Carrell et al., 2021;Kim & Kuo, 2015;McCarthy & Milner, 2013;Milner et al., 2018) point to the positive value of the MAC process (Adele et al., 2022) in improving learning outcomes (Lyons & Bandura, 2022), helping managers adjust their organizational culture to the MAC process (Milner et al., 2020), and enhancing employee performance and work attitudes (Kim et al., 2013). ...
... Milner et al. (2018) suggested that coaching training for managers should be tailored to specific contexts. McCarthy and Milner (2013) proposed that developing a supportive coaching culture will help in coping with this challenge. ...
... LMX theory explains these outcomes by the power gap between managers and subordinates. Therefore, organizations should invest in better training of MACs (McCarthy & Milner, 2013) to help them reduce the power gap and understand the consequences of an unsuccessful MAC process. ...
Manager as Coach (MAC) is a concept that relates to managers who actively coach their subordinates to improve their skills, competence, and performance. The MAC practice is a popular tool for managers in organizations; however, there is a debate about the benefits gained from coaching by MACs and a theoretical gap regarding the effectiveness of this process. The purpose of this study is to examine the different perceptions of managers who coach their subordinates and subordinates coached by their managers of the coaching process and to estimate the perceived success of this process. In‐depth interviews were conducted with 13 MACs and 9 coachees from various organizations in Israel. Qualitative content analysis was used to analyze and interpret the data. Basic analysis indicates that the perceptions of the MACs toward the coaching process were positive, whereas the coachees held mixed perceptions. The different perceptions point to the unequal power relations between the MACs and the coachees. In the interpretive analysis, it was found that the perceptions toward the MAC process affect coachee feelings toward the organization but not the coach's feelings. Relying on Leader‐Member Exchange (LMX) theory, the MAC process will be successful only if managers significantly reduce power distances. Therefore, organizations must offer their MACs significant coaching training to decrease the negative consequences of the MAC practice and to diminish the power distance between MAC and coachee.
... Another facet to consider is the concept of "managerial coaching" (DiGirolamo & Tkach, 2019;McCarthy & Milner, 2013) or "manager as coach," which places emphasis on the managers' role as a coach in facilitating the development of individuals through coaching interventions (Lawrence, 2017). For the purposes of this paper, the term internal coach is broadened to encompass both leaders and managers, and colleagues or peers from outside line management. ...
... This training aims to equip them with essential coaching skills, knowledge, and competence to engage in in more formal and structured coaching within their respective organisations. The existing literature reinforces this perspective, highlighting the significance of evidencebased practice and underscoring the necessity for coaches to undergo comprehensive training in both coaching skills and professionalism (Grant & Cavanagh, 2004;Grant & Hartley, 2013;McCarthy & Milner, 2013). An important contribution of the findings of the present study is raising awareness and alerting organisations and coaching practitioners to concerns about the insufficient coaching skills and competency of managers and leaders in providing internal coaching, as also suggested by Milner and Milner (2018) in their Harvard Business Review article, Most Managers Don't Know How to Coach People. ...
An ongoing gap in the literature highlights the need to explore and address the essential elements required to build internal coaching capacity and develop effective internal coaches within organisations. This paper contributes to addressing this gap by exploring the essential ingredients critical for building internal coaching capacity. The main objective of this paper is to enhance our understanding of the factors that contribute to building internal coaching capacity, thereby supporting the design and implementation of effective internal coaching programs within organisations. First, an online survey was used to collect quantitative data, offering a general overview of coaching activities across Australia's rail organisations. This was followed by a qualitative phase, which involved semi-structured interviews with participants from two major rail organisations. Results from both the quantitative and qualitative phases indicate that organisations widely utilise both internal and external coaching, with internal coaching primarily occurring in an informal form. The qualitative findings relevant to the objective of this study suggest that (1) formalising internal coaching practices and ensuring accessibility across organisational hierarchies, (2) maintaining synergies between internal and external coaching activities while concurrently engaging in extensive internal coach training, (3) securing leadership commitment and support from upper management, and (4) cultivating a learning culture to support coaching can be considered among key components in building internal coaching capacity, and driving more effective coaching programs within organisations.
... Coaching leadership is a combination of cognition, attitudes and behavior; coaching leaders respect their employees' skills and knowledge and consider them capable and able to develop (McCarthy & Milner, 2013). Coaching leaders influence their subordinate's feelings and attitudes at work by encouragement, guidance, facilitation, and inspiration (Ellinger, 2013;Heslin et al., 2006;Yuan et al., 2019). ...
... This study also offers qualitative evidence that coaching leadership can promote strength use at work at both the individual and team level, thus expanding the traditional view of coaching leadership. Coaching leadership has so far mainly focused on individual level practices such as encouraging and facilitating each individual employee (Ellinger, 2013;Heslin et al., 2006;Yuan et al., 2019) on the basis of positive attitudes such as respect and trust in their capabilities and ability to develop (McCarthy & Milner, 2013). It has been shown that coaching leadership exploits an employee's potential, develops their abilities, and helps them learn (Bond & Seneque, 2013;Ellinger et al., 2008;Tanskanen et al., 2018;Yuan et al., 2019) and our findings show that this kind of leadership is very well enhancing strengths use at work. ...
This qualitative study delves into the interplay between coaching leadership and the utilization of strengths at both individual and team levels. Despite the acknowledged significance of this interplay, there is a scarcity of empirical qualitative research in this domain. Thus, this study aimed to address this gap by examining the prevalence and effectiveness of coaching leadership practices and strength use. Through a qualitative research approach, data from 17 supervisors and 23 employees within elderly care units were analyzed using template analysis. The outcomes of this study underscore the pivotal role of leadership in facilitating the application of strengths within the workplace, highlighting the interconnectedness of individual and team-level strength utilization. The findings of this study reveal that leadership plays a pivotal role in enabling and facilitating strength use at work, and that individual- and team-level strength use are linked. Leaders need to personally know their team members at the individual level, empower teams to work autonomously, and create a safe, open atmosphere for diversity at the team level. Adopting qualitative methodology, the study comprehends how coaching leadership facilitates strength utilization. This nuanced approach contributes to literature, enhancing our understanding of leadership’s role in optimizing strengths in a professional context.
... Permainan sepak bola pada saat ini terutama di Sulawesi Tengah perlu mendapatkan perhatian yang serius agar pembinaan bisa menyentuh ke seluruh lapisan masyarakat melalui dunia pendidikan yaitu sekolah, sebab agar memperoleh pemain-pemain sepak bola yang potensial harus dilakukan pembinaan sejak usia dini (Hamdi & Wahyudhi, 2019). Pembinaan terhadap pelatih juga sangat perlu dilakukan guna meningkatkan kualitas latihan, selain seorang pelatih harus memiliki komunikasi yang baik antara pelatih dan atlet karena pembinaan bisa berjalan dengan baik jika komunikasi berjalan dengan baik pulu (McCarthy & Milner, 2013). Oleh karena keberhasilan untuk mencapai prestasi optimal diperlukan kerjasama yang baik antara atlet berbakat dan pelatih (McCarthy & Milner, 2013). ...
... Pembinaan terhadap pelatih juga sangat perlu dilakukan guna meningkatkan kualitas latihan, selain seorang pelatih harus memiliki komunikasi yang baik antara pelatih dan atlet karena pembinaan bisa berjalan dengan baik jika komunikasi berjalan dengan baik pulu (McCarthy & Milner, 2013). Oleh karena keberhasilan untuk mencapai prestasi optimal diperlukan kerjasama yang baik antara atlet berbakat dan pelatih (McCarthy & Milner, 2013). Selain itu guna mengembangkan olahraga, masyarakat harus diberikan kesempatan untuk terlibat dalam aktifitas olahraga yang mengacu kepada kebijakan proses dan praktik agar masyarakat mau melakukan aktifitas fisik (Taks et al., 2014). ...
Coaching clinic merupakan program pelatihan sepak bola singkat yang bertujuanuntuk meningkatkan pengetahuan dan keterampilan bermain sepak bola. Tujuandari program kegiatan Coaching clinic yaitu agar anak-anak SSB (Sekolah SepakBola) dapat meningkatkan pengetahuan dan keterampilan bermain Sepak Bola,terutama dalam aspek teknik dasar. Masalah dalam pengabdian ini adalah (1)masih rendahnya teknik dasar SSB Rauf Junior dan SSB Tunas Kaili, (2) masihrendahnya pengetahuan pelatih SSB terhadap pemberian latihan kemampuanteknik dasar bermain sepak bola. Metode yang digunakan dengan merencanakan, mengaktualisasi, mengontrol kegiatan coaching clinic dan melakukan pendampingan kepada mitra. Peserta dalam coaching clinic sepak bola dalam meningkatkan sumber daya manusia SSB sebanyak 30 orang peserta dari 2 SSB, yang dilaksanakan selama 3 hari. Hasil yang dicapai menambah wawasan peserta maupun pelatih dalam melakukan latihan, selain itu ada peningkatan motivasi, minat maupun gerakan teknik dasar bermain sepak bola dan ada peningkatan skill setiap individu peserta SSB.
... Coaching is growing in popularity as a campaign to achieve project success. 15,16 Studies confirm the effective relationship between coaching and successful project management. 16 Organizations around the world spend about two billion USD annually to provide coaching services. ...
... 15,16 Studies confirm the effective relationship between coaching and successful project management. 16 Organizations around the world spend about two billion USD annually to provide coaching services. 17 Recently, executive coaching has been established to perform day-to-day operations to create organizational effectiveness and efficiency. ...
Coaching encourages individuals to focus on their strengths instead of their weaknesses. The studies show that emphasizing the employees’ strengths can reduce turnover, increase productivity, and improve job satisfaction. This study investigated the effective coaching factors in operational managers of the Persian Gulf Petrochemical Company in motivation of human resources. The present study is practical and descriptive-correlational in terms of objective and data gathering, respectively. Structural Equation Modeling (SEM) was performed in SMART PLS to model the collected data. The statistical population included all the 340 operational managers of the Persian Gulf Petrochemical Company. 182 individuals were selected and evaluated from this statistical population. Questionnaires were used for data collection. The researcher-made questionnaire was extracted based on the model prepared in the previous stage using a grounded theory approach. The results showed that communication, organizational strategy and goals, legal requirements, motivation, organizational training, empowerment, teamwork, succession, organizational agility, job satisfaction, organizational structure, human resources management, organizational culture, participatory management, talent management, knowledge management, coaching, managers’ competencies, compensation system, job satisfaction, staff characteristics, organizational characteristics, and learning have significant impacts in motivation of human resources.
... Coaching enables employees to take responsibility for their own learning and development which increases their skill levels and the motivation needed to exhibit higher levels of job performance. However, not all managers have sufficient time to engage in coaching conversations (McCarthy, & Milner, 2013). A systematic approach to coaching, such as developing managerial coaching, can be more fruitful than individual-focused traditional techniques (Lawrence, 2017). ...
... Research including this study suggests interventions to create a culture that maximizes the benefits of coaching (Thompson & Cox, 2017). To benefit more from coaching, managers should be given adequate training in developing coaching skills and a supportive climate where they could pragmatically apply their coaching skills in routine work (McCarthy & Milner, 2013). ...
Teamwork quality has important implications for organizational success. Drawing upon the wellbeing and positive psychology coaching theories, managerial coaching is known to induce positive work outcomes. However, little attention is paid to explore how coaching can prompt the quality of teamwork in the context of managing contemporary projects. We examined the mechanism through which managerial coaching impacts teamwork quality in projects using a sample of 463 managers from a variety of project organizations in Pakistan. Data was collected through an online survey by adopting existing measures; managerial coaching, psychological engagement, and teamwork quality. Simple and multiple regression analyses were used to test the hypotheses. We found that workplace managerial coaching was positively associated with teamwork quality and that psychological engagement of employees partially mediated this relationship. Findings indicate that developing a culture of managerial coaching can foster a psychological climate for employee engagement if teamwork quality is a priority for project success. We recommend that project managers should develop and practice coaching skills at work to reach success.
... To support contact centre employees, team leaders often rely on coaching -a process where supervisors provide personalised guidance to enhance performance (Liu and Batt, 2010). This type of coaching is known as "manager-as-coach" or "leader-as-coach" (Grant and Hartley, 2013;McCarthy and Milner, 2013), where managers and leaders employ a coaching approach and use coaching skills to help employees set clear goals, offering constructive feedback, providing resources and helping them understand broader organisational objectives (Ellinger et al., 2003). Effective coaching improves performance, role clarity, satisfaction and organisational commitment, leading to higher retention rates (Pousa et al., 2017). ...
Purpose
The contact centre industry is a high-intensity, resource-constrained environment that faces growing challenges in balancing effective coaching to improve employee performance with retention while maintaining productivity. Traditional coaching methods are often limited by cost and time constraints. Given these challenges, AI coaching chatbots could provide a scalable and cost-effective solution. However, despite the promise of AI coaching, the barriers to adoption of these technologies amongst individuals in the contact centre environment are not well understood.
Design/methodology/approach
This study explores the factors influencing individual propensity to use AI coaching chatbots in the contact centre environment by combining an adapted version of the unified theory of acceptance and use of technology (UTAUT2) model with the technology adoption propensity (TAP) index. Partial least squares structural equation modelling (PLS-SEM) was used for the analysis of a cross-sectional survey ( n = 139).
Findings
The results revealed that performance expectancy (can the chatbot help me?), effort expectancy (is it easy to use?) and hedonic motivation (is it fun to use?) directly influence the intention to use the chatbot. The study also found that vulnerability (the fear of potentially harmful impacts of technology) influences the intention to use a coaching chatbot, highlighting a clear need for transparent data usage policies and procedures.
Originality/value
This study informs strategies to facilitate the adoption of AI coaching chatbots in contact centres and potentially other high-pressure environments and contributes to a scarce but growing body of knowledge on the context and user sensitivity of AI coaching.
... Clutterbuck (2008) reports that the trend to equip all managers with mentoring skills is likely to accelerate. Managers at all levels are encouraged to mentor their team members (McCarthy & Milner, 2013), and mangers who provides mentoring to their subordinators are considered as good leaders (Gilley & Gilley, 2007;Wellington, 2017). Mentoring is considered as a typical transformational leadership behavior (Scandura & Williams, 2004) or a type of participative management (DiGirolamo & Tkach, 2019). ...
... Bond & Seneque, 2013;Ellinger, Hamlin, & Beattie, 2008;Tanskanen et al., 2018;Viitala, 2004). Valmentavassa johtajuudessa uskotaan työntekijän kapasiteettiin ja kykyyn kehittyä (McCarthy & Milner, 2013) ja tarjotaan hänelle mahdollisuus ottaa itsenäisempää ja vastuullisempaa roolia työssään (Rapp-Ricciardi, Garcia, & Archer, 2018). Valmentavan esihenkilön toiminnalle on ominaista kysymisen, kuulemisen ja havainnoinnin taito ja taito analysoida asioita. ...
... Besides, managers can give constructive feedback about Gen-Z members' progress at work. Thus, the positive impact of coaching programs on employee satisfaction, individual performance, and organizational goals can be realized [47]. ...
Nowadays, Gen-Z members with a high ability to use high-tech products have just entered the labor market to take responsibility in construction projects. Gen-Z members must work together with other generations and different work styles. If the harmonization among generations is not managed properly, it will decrease the productivity of the construction industry. Therefore, this study aims to identify the Gen-Z characteristics and their impacts on the project success by using Structural Equation Modeling (SEM) method. SEM results showed that Gen-Z characteristics contribute to project success through communication. Therefore, communication-related practices must be overviewed and rearranged according to Gen-Z requirements. The findings will contribute to the in-company employee strategies and assist in adapting Gen-Z members into the construction industry to increase productivity.
... This would reinforce the differing roles and the partnership between managers and HRD professionals, and in addition give real clarity to all employees about what is available, who can offer what, what to expect, how it can work and how it can be accessed. In turn, HRD proactively and formally building a cadre of internal coaches, sourcing from all organisational levels (managers and employees), directly connecting them into organisational priorities and wider partnerships, would improve the quality and amount of both informal and formal coaching and mentoring offered to current and future managers (Ali et al., 2010;McCarthy and Milner, 2013). Then we can dream of "a future where we are all coaches." ...
Purpose
The purpose of this paper is to explore multiple perspectives on managerial coaching: why and how managers engage, employees and human resource development (HRD) professionals’ perspectives on the use and how HRD and managers can better support each other with it.
Design/methodology/approach
This study used secondary analysis of empirical data already collected through a transnational study from 20 different medium-size to large organisations in the Netherlands, the UK and the USA. For this study, 58 interviews referring to coaching were analysed from 18 of these organisations, from these 3 different countries and from 3 stakeholder groups: managers, employees and HRD professionals.
Findings
Findings show that managers perform a variety of “on the job” informal coaching roles and that HRD professionals lead the more formal aspects. Managers felt that HRD support was limited and hoped for more. A limited number of employees mentioned coaching, but those that did highlighted the different types of coaching they received in the workplace, referring to managers but with little recognition of HRD’s role. HRD professionals shared how they support managers through both informal and formal coaching approaches, but this was not fully acknowledged by neither managers nor employees.
Practical implications
The findings of this study contribute to the literature on devolved HRD practices, highlighting that managers are engaging more in managerial coaching with their teams, that potentially employees are not that aware of this and that managers and employees are not fully aware of HRD’s contribution to supporting coaching and feel they could do more. As a result, this study suggests that HRD professionals have a clear role to play in creating and leading the supportive organisational culture for coaching to thrive, not only in setting the “coaching scene” for managers to work within but also through offering support for long-term capacity building for all employees.
Originality/value
Through the diffusion of key HRD activities into managerial roles, and while internal coaching is gaining more momentum, managers now step up when coaching their teams. This study extends the limited prior research on managers’ and others’ (employees and HRD) beliefs about the coaching role in the workplace. This study highlights the changing role of the manager, the need for HRD to offer more support for the joint role that managers are taking (manager and coach) and the partnership potential for HRD professionals to include all stakeholders including employees.
... Coaching and training, when done correctly, can be a valuable resource for individuals to grow into leadership roles and for teams to work together (Tafvelin et al., 2019). Therefore, trainings and coaching that are focused on individuals with specialized expertise and complementary skills produce greater collaboration, innovation, organizational culture, and consistently superior results (Milner, Milner & McCarthy, 2020;McCarthy & Milner, 2013). Some researchers argue that coaching has not yet developed into a formal discipline and needs broader theoretical and empirical research and the establishment of a coaching theory (Gray, 2011). ...
Introduction/Main Objectives: To identify the effect of developing leadership capacity and focusing on the benefits of training and coaching individuals and teams in organizations. Background Problems: In this research, the authors examined the development of leadership capacity and its components, such as teamwork, motivation, leadership skills and the benefits of training and coaching for success in organizational outcomes. Novelty: Developing leadership capacity helps organizations achieve success and their strategic goals through coaching and training and the acquisition of new knowledge and skills. Research Methods: Empirical research was designed to gather data on the subject of the study. The authors added an extensive description of the data retrieved, which summarized their research on the topic. A theoretical framework was established to examine the link between developing leadership capacity and an organization’s performance. Finding/Results: The theoretical framework suggests that there is a strong statistically significant relationship between leadership capacity, skills, teamwork, training, and coaching influencing teamwork and motivation, which brings successful organizational outcomes. The authors found that involving training and coaching at workplaces had positive effects on individuals and teams. Conclusion: Authors discuss and provide a research agenda that might transform the field of leadership in organizations.
... Large organizations progressively expect managers to coach their employees at the workplace or infield (Latham et al., 2005). Coaching leadership is evaluating the skill and knowledge set and provides multidimensional developmental feedback to direct the thinking process and actions towards goals and increase job performance{Serviss, 2022 #129} Coaching Leadership style has become particularly widespread in organizations during the last two decades (McCarthy & Milner, 2013). Coaching is a systematic practice and relationship between coach and coachee for performance improvement due to its positive impact on motivation, creativity, learning, and commitment {Maamari, 2021 #131}. ...
The purpose of this study is to explore the relationship between coaching leadership style and followers’ job performance with organizational culture dimensions involvement and consistency as a moderator. The study is based on the combination of work by Daniel Goleman’s theory of emotional intelligence by incorporating its coaching leadership style, the work performance framework by Campbell, and the model of organizational culture by Denison and Mishra. The study follows positivism, explanatory, and quantitative approaches. Data have been collected through questionnaires from 187 respondents. SPSS 20 is been used for Data tabulation and regression analysis and Process 3 is been used for moderation. Results reveal the positive relationship of coaching leadership with task and contextual performances and the negative relationship with counterproductive work behaviors in employees. Moreover, moderation of organizational culture has also been identified in the relationship between coaching leadership with task performance and counterproductive work behaviors. The study further uncovers the moderating role of the dimensions of organizational culture like innovation and consistency on the relationship between coaching leadership and dimensions of job performance. This study will be helpful for managers or decision-makers to realize the importance of coaching leadership in the workplace including the Pharmaceutical sales force.
... Executive coaching has been defined as a formal one-onone intervention with the targeted aim to help executives develop purposeful, positive change in their leadership behaviours and to support their personal development (Athanasopoulou & Dopson, 2018;Grant, 2012). Benefits of executive coaching include the coachee having a clearer understanding of their own style, improved communication and engagement skills, and more effective stress management strategies (e.g., Grant et al., 2009;McCarthy & Milner, 2013). Challenges include leaders finding time for the coaching sessions and the expense of such interventions (Dagley, 2006). ...
Intercultural coaching can help address many of the cultural challenges that emerge in the workplace. It does so by virtue of the coaching process as well as the unique skillset required for coaching. Culture can be the focus of coaching conversations, yet it also informs the process. Given the level of complexity, coaches require broad expertise as well as high levels of intercultural sensitivity and literacy to be effective. In this chapter, we introduce coaching and coaching psychology in the workplace, discuss relevant coaching models and tools and explore ways in which you can develop your own intercultural coaching skills.
... Equally important is the skill development entailed in knowing when to coach, and when to command. The ability to move flexibly between the two styles, sometimes within the same conversation, can take time and effort to perfect; all of this requires practice and active reflection, ideally with an experienced coach for support (McCarthy & Milner, 2013). ...
Nurse leaders manage complex workplace demands. Coaching skills are a core leadership competency which can assist them in their roles. However, training alone may not always effect positive leadership change. This randomised trial sought to compare outcomes of leadership coaching training, with and without follow-up support, against waitlist control. Psychometric and professional achievement outcomes for 86 Australian nurse leaders were tracked for six months. Trial results provide empirical support for the hypothesis that leadership coaching training, paired with coaching follow-up, yields superior outcomes to a training only approach and, versus control, in terms of leadership and communication-related outcomes.
... Recent years have seen an exponential increase in the number of coaches worldwide [1,2], and coaching has gained growing attention from industry and academia [3]. Coaching involves a diverse range of techniques and interventions [4], that take place in various settings (e.g., individual, team, organisation) [5] and contexts, including executive, health, and life coaching [6]. ...
Background
The coach-coachee working alliance and coachee motivation seem important factors for achieving positive coaching results. Self-determination theory, specifically basic psychological need theory, has been proposed as a relevant framework for understanding these relationships. The current longitudinal survey study therefore investigates prospective associations between coachees’ appraisal of the working alliance, basic psychological need satisfaction, and the coaching outcome indicators goal attainment, wellbeing, absence of psychopathology, and personal growth initiative.
Methods
The sample (N = 181) consisted of Dutch coachees that were recruited across a range of coaching settings and contexts. Online self-report questionnaires were administered twice (T 0 and T 1 ), with an intervening time of 3 weeks, assessing working alliance, basic psychological need satisfaction, goal attainment, wellbeing, absence of psychopathology, and personal growth initiative. Parallel analysis with Monte Carlo simulations and confirmatory factor analyses were performed to assess the dimensionality of working alliance and basic psychological need satisfaction scores. Multiple regression analyses (stepwise) were used to examine prospective (T 0 to T 1 ) associations between working alliance and basic psychological need satisfaction, and their association with outcome indicators.
Results
The coachees’ perception of the working alliance was positively and reciprocally, although modestly, associated with basic psychological need satisfaction. In addition, both working alliance and basic psychological need satisfaction were prospectively associated with goal attainment, but not with other outcome indicators.
Conclusions
Results provide tentative support for a role of basic psychological need satisfaction in facilitating the establishment of a good working alliance. Additionally, the perception of a good quality, need supportive relationship with the coach appears to be associated with better goal achievement, but not with other outcome indicators. Associations were generally modest, and more research is needed to better measure and comprehend the unique contributions of specific relational and motivational factors to outcomes in coaching and assess the robustness of the current study findings.
... Increasingly, managers are expected to use a coaching style in their daily managerial practice [18,19] and to support a collective development of an organizational coaching culture important for improved organizational outcomes [20]. McCarthy and Milner [21] argued that coaching in the organizational context can lead to employee engagement, improved performance, responsibility, and trust in the organizational context. Overall, coaching, as a form of development, has been perceived as an important and effective managerial activity as it can support the growth and performance of those being coached [22]. ...
Coaching has been recognized as a valuable developmental approach in the field of leadership development, able to support aspiring leaders to attain their personal and professional goals, as well as support their teams in a rapidly changing, increasingly uncertain, and complex business environment. Coaching programs have the potential to support the creation of culture norms that can better support optimal working attitudes and behaviors, contributing to improved performance through evolved leadership capacity. However, the use of leadership coaching in the experience economy, and specifically the tourism and hospitality industries, is mostly unreported. In a case study of coaching tourism and hospitality managers and educators in Vietnam, the intentional change theory was used to support the development of coaching behaviors. The program learning evidence from a six-week long coaching program showed that those participants who aspire to become effective leaders can engage in coaching behaviors through leadership identity, engagement in intentional leadership development, and through more mindful and collaborative actions. This chapter presents a starting point for other “leader as coach” programs, advancing the field of evidence-based tourism and hospitality leadership development. Theoretical and practical implications are also discussed.
... These dimensions aim to improve employee development and performance. There are other coaching behaviours that it may be important for leaders to adopt, such as: asking questions; setting goals and giving feedback (McCarthy and Milner, 2013). According to author Carvalho et al. (2021) managerial coaching is viewed as a continuous dialogue between managers and employees that helps employees understand their role and job in the organization and provides ongoing feedback and developmental support to improve performance. ...
Purpose
This study intends to understand if managerial coaching, a sustainable competitive strategy, has an impact on sales performance, through customer and results orientation of the salesforce. It also aims to investigate whether pressure for results, one of the predominant demands in organizations today, and the centralisation of decisions, a traditional management demand still present in several organizations, undermine the effect of coaching on performance.
Design/methodology/approach
The 167 responses collected, through the distribution of questionnaires among workers in the commercial area, were analysed through a structural equation model using the partial least square (PLS) technique.
Findings
The results of this study confirm that managerial coaching has a positive impact on sales force performance through customer and results orientation, with customer orientation having a greater impact on performance. It was also found that centralised decision-making and pressure for results do not undermine the relationship between managerial coaching and performance, and they even reinforce the positive impact of results orientation on performance.
Practical implications
Managerial coaching practices can impact sales, especially when associated with customer orientation, freeing employees from the pressure for results and the centralisation demands. This scenario favours a more sustainable and emancipatory sales force management.
Originality/value
This study is the first to integrate organizational demands, namely pressure for results and centralisation, to better understand the effect of managerial coaching on sales performance, through customer and results orientation, thereby extending previous research on this topic.
... Training in coaching skills is a good first step, but it is not enough. Companies need to build a coaching supportive culture to assure uninterrupted and endless application and modeling of mentoring patterns (McCarthy and Milner, 2013). ...
Company survival depends on its ability to adapt to the changes that have their own dynamics and development pace; it is the transition from the present to the future, desired endpoint. The activities of the organization's management could lose the meaning if there is lack of motivation. In situation like this, implementation cannot be successful. Motivation factors for advancement, work and organizational changes are numerous, but the communication between employees and management is the most important. As this communication is closely related to management coaching, manager's coaching skills become crucial for the ultimate success and motivation of the organization. This research aims to show the importance of motivating employees to improve and learn new skills during work and identify the best individuals who will transfer their knowledge to employees and who can become internal trainers. The article provides an overview of the coaching and motivation for learning, and it offers insight into how the observed example will develop in the future.
... Managerial coaching attained considerable attention in the field of business and management [28,41,42] as a powerful tool for influencing employees' attitudes and behaviors [36,[43][44][45]. Managerial coaching refers to the actions of the manager or leader who acts as a coach and facilitates learning in the workplace environment through specific behaviors that enable the employee to learn and develop [37]. ...
... Coaching skill training is an appropriate first step, but it is not enough. Organizations need to create a coaching supportive culture to ensure the continuous application and modeling coaching skills patterns (McCarthy and Milner, 2013). We can summarize that the skills of a successful coach are: ...
... Our focus is on coachability within the context of workplace coaching, where the recipient of coaching is typically an employee, professional, manager or executive, and the coach is typically a professional (external or internal) coach (Bozer and Delegach, 2019) or a manager who takes on a coaching role (McCarthy and Milner, 2013;Milner et al., 2018). We define workplace coaching broadly to mean activities between a coach and coachee to develop outcomes valuable to the coachee and employer (Bozer and Delegach, 2019;Jones et al., 2016;Passmore and Lai, 2021). ...
Purpose
The purpose of this research was to develop a conceptualization and measure of workplace coachability.
Design/methodology/approach
Using four independent samples of employed adults, we developed a short and long version of the Coachability Scale. We followed standard scale development practices, presenting evidence of the scales’ factor structure, reliability and validity.
Findings
With the first two samples, we derived an initial three-dimensional version of the Coachability Scale and provided evidence of convergent validity. With Samples 3 and 4, we expanded the scale with additional dimensions related to coaching feedback processes and accumulated additional evidence of the scale's validity, and provided evidence of convergence between the two versions of the Coachability Scale .
Research limitations/implications
We encourage continued research on the Coachability Scale, as well as research on coachability in formal coaching relationships and with more diverse populations and cultures. It is also important to examine how coachability relates to specific coachee behaviors and outcomes. Although common method bias may be a limitation, we used temporally separated measurements to minimize method bias in Sample 4.
Practical implications
Knowledge about coachability can inform coaching practice decisions and help tailor the coaching engagement to better fit the coachee's needs.
Social implications
Measuring how individuals respond to coaching and coaching relationships has important implications for managerial behavior and the quality of work life.
Originality/value
This is one of the first studies to develop valid scales for assessing workplace coachability.
This study explored the dynamic interplay between training, career adaptability, organizational culture, and employability in a unique Cambodian context. It addresses the pressing need to understand how these factors collectively influence internal and external employability in a rapidly evolving labor market, particularly in developing economies such as Cambodia. It examined the relationships between training and employability, the mediating role of career adaptability, and the influence of organizational culture on these relationships. This study seeks to contribute to the theoretical frameworks of human capital and organizational culture, particularly in the context of developing economies. Data were collected from 385 Cambodian participants using quantitative questionnaires. The analysis was conducted using partial least squares structural equation modeling (PLS-SEM), a robust method for exploring complex relationships and mediating effects in the context of human resource development and organizational behavior. The findings revealed that training significantly affected career adaptability and mediated the relationship between training and internal and external employability. Organizational culture also plays a critical mediating role in the effectiveness of training for enhancing employability. These insights have practical implications for human resource practices, particularly in developing economies. They underscore the need for organizations to strategically build training programs that enhance skills, foster adaptability, and align themselves with organizational culture, thereby empowering them to make informed decisions in their training and development strategies.
Purpose
Despite the popularity of facilitating coaching cultures, very little is known about this phenomenon, especially from the perspective of different organisational stakeholders. We aim to add the enacting practitioner perspective in developing coaching cultures that has not yet been explored through empirical research.
Design/methodology/approach
We interviewed 20 organisational development and coaching practitioners who work in or with organisations to develop coaching cultures.
Findings
We apply Braun and Clarke’s reflexive thematic analysis (TA) and unpack four intersecting themes: (1) “It flows through the veins of the organisation”; (2) “More powerful than anything else is having that one-to-one time”; (3) “The roadmap emerges”; and (4) “Means to an end and an end in itself”. We construct a coaching culture as an ever-evolving, psychologically safe, and empowering dialogic “container” or subculture that is developed and sustained by change agents with first-hand experience of coaching.
Originality/value
The findings add to our understanding of coaching cultures by offering a conceptualisation of coaching culture based on practitioners’ perspectives and constructing a framework of assumptions, values and behaviours that underpin them. We conclude by setting an agenda for further research in the advancement of coaching culture theory and practice in coaching psychology.
Introduction/Main Objectives: To investigate the impact of emotional intelligence on the development of effective leadership, with mentorship activities embedded within student's participating in Magang dan Studi Independen, Merdeka Belajar Kampus Merdeka (Certified Internship and Independent Study Merdeka Belajar Kampus Merdeka, MSIB MBKM) as a moderating element. Background Problems: Scholarly investigation on experiential learning has demonstrated its superior efficacy as a pedagogical approach compared to traditional lecture-based teaching methods. MSIB MBKM is created on this basis however, to date minimum research is available. Novelty: This study will generate insight to understand the moderating effects of mentoring in MSIB MBKM towards the relationship between emotional intelligence and leadership development. Methods: Hayes process model 1 was conducted to address the research questions. Secondary data was obtained from a questionnaire by the MBKM committee to monitor and evaluate the process of MBKM. The questionnaire was administered for 4 months and obtained 4,007 responses. Finding/Results: Emotional intelligence significantly affects the leadership development of undergraduate students (comparing t statistics value to t table value; 19,367 > 1,648). Evidently, an R value of 0,430 shows that there is a 43% relationship. Therefore, it has empirically demonstrated its major impact on the enhancement of leadership skills among undergraduate students. The additional moderating contributes 44.2% to the explanation of the variance effect of the aforementioned relationship. Conclusion: This study contributes to the development of a program model for leadership development by evaluating the complementary effects of emotional intelligence and mentoring activities on optimal leadership performance.
Leadership is both a concept and practice that involves several criteria including individual characteristics, communication skills, decision-making, and relationship with subordinates. There are a variety of leadership styles that exist today. Some of these styles concentrate on the hierarchy and power of the position, while yet others focus more on the relationship to followers to achieve results. One such leadership style is the coaching leadership style (CLS). This chapter provides an in-depth understanding of CLS including its origins, characteristics, necessary skills, and connections. Related and opposing leadership styles are also discussed for enhanced content of the approach. Both an examination of the advantages and disadvantages of applying a coaching leadership style, and how one learns to be an effective coaching leader is provided. Further discussion on effective situations and follower readiness for CLS is also given. This chapter concludes with a final look at four practicing coaching leaders and what we can learn from their examples.
This study examined the critical viewpoints regarding the convergences of coaching and leadership, elucidating the intricate complexities of power relations. Incorporated case studies from the business and nonprofit sectors shed light on the difficulties and achievements in these realms of transformation. The integration of insights gained underscores the profound impact of consciousness, openness, and moral behaviour on change. The obligation to exercise authority with discernment, promote inclusiveness, and empower entities and individuals alike. This study offers significant contributions for professionals, academics, and executives traversing the complex landscape of coaching and leadership.
Coaching, leadership coaching, mentoring, and other conceptualizations for one-on-one supportive relationships have been popular for a very long time. Coaching is now a global phenomenon used throughout the world to help leaders and people achieve their goals, become better leaders, and solve challenges. Indeed, many of the people receiving the coaching have lauded the benefits of the model for their own leadership and personal development and achievements. Similarly, leadership has been a popular concept among both scholars and practitioners. Leadership, as a concept and practice, has been critiqued and interrogated over the years pushing the field forward in new and exciting directions. Coaching is just now going through a similar process with critical theory being applied to the coaching model and the practice of coaching. This chapter offers a critical perspective and interrogation of coaching through the lens of leadership critiques to further inform those connections.
For some time, both practitioners and scholars have been arguing that coaching should play a stronger and more central role to achieve successful business outcomes. However, when looking to inspire leaders to gain competence in the skills of coaching, ill-founded assumptions are made. Including, but not limited to, the very definition of leadership and the very nature of coaching when embedded into leadership (termed in this chapter, leaders-who-coach). The research described in this chapter looks into these practices to proffer 15 dimensions of leaders-who-coach, drawing on multiple sources which seek to ameliorate the shortfalls of previous research in this area. Finally, the chapter includes a discussion on the less than perfect nature of the approach taken due to the philosophical misalignments between the described realities of leadership and coaching and the ontological and epistemological challenges of research. The primary aim of this chapter is to respond to the growing organizational calls for more leaders to have the skills of coaching.
One of the main ways in which health leaders at all levels can be developed on a daily basis has been neglected by clinical leadership research, and by the research community generally, relating to the leader consciously using evidence-based coaching skills to positively impact their direct reports, team members, peers, organisations and the wider system in the context of their vocational role, as ‘Leader-as-Coach’.
This paper summarises the research on the role of ‘Leader-as-Coach’, and translates the learning from this into the practice of clinical leadership development.
Line managers are increasingly expected to use a coaching approach and are in an ideal position to do so. While there are many similarities with professional external coaching, the behaviours of the ‘Leader-as-Coach’ are also not identical and multiple ethical issues can arise.
There is no consistent academic definition to describe the behaviours of coaching in the context of a leader’s vocational role, nor yet specific competencies for training or supervision purposes.
The outcomes are summarised from the known literature in this field. Individual and system challenges are then discussed and conclusions are drawn about what this research means in practice for clinical leaders and their systems.
Management trainee programs (MTPs) are leadership and management development initiatives used by hotels to develop talent, reduce turnover rates, and manage the succession of managerial positions. The effectiveness of these programs is paramount as the benefits of MTPs can greatly impact the success of a hotel. Therefore, evaluating the effectiveness of MTPs is an integral part of human resource practices. An ineffective program may lead to hotel objectives not being met, notably, negative financial consequences for the hotel. Four current MTPs in the hotel industry were assessed to identify common factors of these programs. The programs are targeted to potential hotel employees who recently graduated with an undergraduate degree in hospitality or tourism-related programs. Finally, the possible consequences of an ineffective MTP are explored through the examination of a dilemma at The Pegassoo Hotel in Rhodes, Greece.
This inquiry emphasizes executive coaching as an indispensable leadership development tool in cybersecurity project management, encompassing cyber engineering and offensive operations. Effective cybersecurity project management is crucial in today's digital landscape, characterized by ever-evolving cyber threats and vulnerabilities. It extends beyond administrative tasks, serving as the linchpin for resource allocation, risk mitigation, and aligning security measures with organizational objectives. With the evolving cyber threat landscape, cybersecurity project management leaders require technical expertise, effective leadership skills, and a commitment to continuous professional development. This chapter underscores the pivotal role of executive coaching in developing leaders capable of navigating the cybersecurity landscape effectively and ensuring the resilience of critical organizational assets against sophisticated cyber threats.
Executive leadership coaching can have significant benefits for police officers and law enforcement agencies in addressing critical issues such as race relations, misconduct, and professionalism. Leadership coaches can help police officers develop a deeper understanding of their own biases and improve their cultural competence. This increased self-awareness enables leaders to foster a more inclusive and respectful work environment, promoting better relationships between officers and diverse communities. Additionally, coaching can help officers enhance their decision-making skills, encouraging them to implement fair and just policies that prioritize accountability and transparency. Ultimately, executive leadership coaching empowers police officers and their superiors to create a more equitable and trustworthy law enforcement system, benefiting both the officers and the communities they serve. This chapter uses theories and research from the literature to argue for the viability of the deployment of executive coaching as a tool to develop better police leaders at every level.
Project management failure is a broad term that encompasses many different areas of mismanagement, from lack of resources to missed deadlines and budgets. According to a 2018 Project Management Institute (PMI) report, the average global success rate for projects was only 53%, meaning that 47% failed to meet their objectives. This statistic is further supported by a 2020 report from the Standish Group, which found that only 28.3% of projects were successful, meaning that the majority (71.7%) of projects failed to meet their objectives. Project management failure can negatively impact organizations, from decreased productivity to decreased customer satisfaction. Leadership skills are a critical aspect of project success. This chapter explores leadership skill development through executive coaching.
Purpose: The article aims to analyze the possible development of managerial and leadership skills of managers of business organizations through variable coaching models, the practice of which confirms their effectiveness and feasibility. Theoretical framework: The development of coaching to improve the quality of leadership and management skills of managers of Ukrainian business organizations is important for achieving economic stability in Ukraine and ensuring a sustainable macroeconomic environment. In particular, the use of coaching is becoming increasingly popular due to the potential for stabilizing the corporate sector through effective management. Design/methodology/approach: While writing the article, materials from periodicals on the organization of the coaching process and its dissemination as a practice of developing managerial skills of business organization managers were used. Findings: The article focuses on the functioning of the Ukrainian economy and key areas for focusing on the use of coaching as a tool for investing in improving the quality of business environment management and possible further development. The use of coaching is a priority area of research, as the application of this practice can be a factor in improving the quality of management of a business organization. Research, Practical & Social implications: Based on leadership skills and characteristics, managers of business organizations use innovative means of management, which is made possible through coaching programs. The key aspects of coaching and opportunities for its improvement in the context of the global environment are outlined. The development of leadership skills and managerial abilities of managers of business organizations will serve as a factor in the sustainable operation of the Ukrainian corporate sector, which is in difficult conditions due to the threat of hostilities. Originality/value: The results of the study can be used by modern managers of Ukrainian business organizations to improve management practices and ensure the stability of the functioning of structural units at the operational level.
Purpose: The article aims to analyze the possible development of managerial and leadership skills of managers of business organizations through variable coaching models, the practice of which confirms their effectiveness and feasibility. Theoretical framework: The development of coaching to improve the quality of leadership and management skills of managers of Ukrainian business organizations is important for achieving economic stability in Ukraine and ensuring a sustainable macroeconomic environment. In particular, the use of coaching is becoming increasingly popular due to the potential for stabilizing the corporate sector through effective management. Design/methodology/approach: While writing the article, materials from periodicals on the organization of the coaching process and its dissemination as a practice of developing managerial skills of business organization managers were used. Findings: The article focuses on the functioning of the Ukrainian economy and key areas for focusing on the use of coaching as a tool for investing in improving the quality of business environment management and possible further development. The use of coaching is a priority area of research, as the application of this practice can be a factor in improving the quality of management of a business organization. Research, Practical & Social implications: Based on leadership skills and characteristics, managers of business organizations use innovative means of management, which is made possible through coaching programs. The key aspects of coaching and opportunities for its improvement in the context of the global environment are outlined. The development of leadership skills and managerial abilities of managers of business organizations will serve as a factor in the sustainable operation of the Ukrainian corporate sector, which is in difficult conditions due to the threat of hostilities. Originality/value: The results of the study can be used by modern managers of Ukrainian business organizations to improve management practices and ensure the stability of the functioning of structural units at the operational level.
Attacks in the U.S. on Asian American professionals during COVID-19, the #MeToo anti-sexual harassment movement, and the Black Lives Matter protests have led more U.S. cybersecurity organizations to realize the importance of diversity and inclusion training and leadership coaching for their managers. This analysis applies an action research and action learning technique of a multicultural leadership development program leveraging ZOOM. Specifically, this approach was chosen because it fits well for real-world organizational interventions. The relevance of this real-world case study lies in the fact that it could serve as a model for other cybersecurity firms that, due to their limited resources, need help determining how to get started with diversity and inclusion initiatives. This research has significance as cybersecurity firms and departments are attempting to recruit diverse employees to compensate for workforce shortages.
This research determined the different coaching styles of trainers in Public Junior High Schools specifically in the Division of Tanauan City with the aim of proposing activities to strengthen their coaching styles. Specifically, it dealt with the following; the respondents' profile in terms of sex, age, civil status, number of coaching years, type of sports being coached and number of related seminars and trainings, their coaching styles and the significant relationship of three variables. The input of the study was determined by employing questionnaire as the principal tool for gathering data. Through appropriate statistical tools, the gathered input underwent the correlation and difference analysis. The results revealed that the respondents are greatly male, aged 20-39, married, have been coaching team sports for 5-9 years and attended 5-9 related seminars/trainings. Through chi-square, it was revealed that civil status, number of coaching years, type of sports and number of related seminars/trainings have significant relationship when correlated with their coaching style; while sex and age are not significantly related. The above-mentioned findings recommend various activities that will strengthen the coaches' coaching style. Activities like seminars, workshops and team buildings are also proposed to strengthen not just the coaching styles but also the communication, socialization and relationship of the athletes to their athletes.
Racial attacks during COVID-19 towards Asian American healthcare workers, the Black Lives Matter Protest, and the #ME TOO anti-sexual harassment movement have caused more healthcare organizations to realize the importance of diversity and inclusion training and leadership coaching for their managers. This study employs an action research and action learning approach of a diversity leadership coaching program using ZOOM. The value of this real-world case study is to create a blueprint that other healthcare organizations with limited resources are struggling with where to start in engaging in diversity and inclusion.
Purpose
This study aims to explore the effect of expatriate supervisors’ managerial coaching behavior on local subordinates’ learning effects through the mediating role of subordinates’ thriving at work under the boundary condition of expatriate supervisors’ cultural intelligence.
Design/methodology/approach
This study collected the data form 230 Zambian subordinates and their immediate expatriate supervisors working in the Chinese company in Zambia. Regression analyses and bootstrapping analyses were used to test the authors’ hypothesis.
Findings
The results indicated that expatriate supervisors’ managerial coaching behavior was positively related to local subordinates’ learning effects. In addition, the study also found that local subordinates’ thriving at work mediated the linkage between managerial coaching behavior and learning effects. And expatriate supervisors’ cultural intelligence moderated the indirect relationship between managerial coaching behavior and learning effects via thriving at work, such that the indirect effect was stronger for expatriate supervisors with high rather than low cultural intelligence.
Originality/value
This study contributes to a better understanding of how expatriate supervisors’ managerial coaching behavior influences local subordinates’ learning effects by investigating the mediating effect of thriving at work on the managerial coaching behavior–learning effects link. In addition, the study deepens the understanding of the boundary condition of the associations between managerial coaching behavior and subordinates’ learning effects in a cross-cultural context by investigating the moderating effect of expatriate supervisors’ cultural intelligence.
Building on the relational leadership model, this study investigates ethical leadership in the context of “leaders as coaches.” We used a critical incident technique to identify ethical issues that occur when leaders act as coaches in the leader-follower relationship. Findings show seven ethical issues, namely, definition ambiguity, conflict of interest, confidentiality, power imbalance, freedom to participate, boundaries and favoritism. These ethical issues take a two-edged form for leaders as coaches, given the complexity of the leader-follower relationship. The increasing prevalence of managerial coaching makes it important to pre-empt ethical issues where possible and address any that arise, in order for an organization to become or continue to be an ethical organization. A proposed code of ethics, specifically for leaders as coaches, could accompany organizational change initiatives.
With the complex nature of impacts of cybersecurity breaches, it is critical that organizational have cybersecurity project managers that can make sound managerial and leadership decisions. Often cybersecurity project managers act quickly with managerial decisions at work. When time is of the essence, strategic thinking, strategic communication, and strategic decision making are critical to organizational effectiveness and productivity. Decision making and strategic communications are just a few skills that executive leadership coaches can teach. This article explores the values and potential benefits of executive coaching as a leadership development tool for information technology and cybersecurity project managers.
The measurement of perceptions of female athletes about coaching strategies and their effect on athlete satisfaction and sport performance is vital for success. The aim of this study was to explore the relationship between perceived coaching strategies during training and self-reported satisfaction of athletes and their sport performance. A total number of 120 female athletes of individual and team sports from seven different universities of Lahore, Pakistan participated in this study. Three different scales were used to measure participant responses relative to strategic thinking, leadership and flow. Results indicated that female athletes Scale for Athletic Performance. The results indicated that female athletes of individual and team sports were satisfied with their coaches’ coaching strategies (p=0.001) and a significant relationship between coaches’ coaching strategies and sporting performance was also reported by female athletes (p=0.001). A significantly positive relationship was observed between problem solving strategies and sports performance of female athletes (p=0.000), no significant association between team building and sports performance was observed (p=0.812), and a significantly positive relationship was observed between leadership and sports performance of female athletes (p=0.000). Based upon results, coaches' problem solving and leadership skills were significantly associated with sport performance as compared to team building. It is recommended that additional research be conducted using different age groups and males to determine a more definitive perspective related to athlete perceptions.
This action research is the first reported attempt to examine the effects of executive coaching in a public sector municipal agency. Thirty-one managers underwent a conventional managerial training program, which was followed by eight weeks of one-on-one executive coaching. Training increased productivity by 22.4 percent. The coaching, which included: goal setting, collaborative problem solving, practice, feedback, supervisory involvement, evaluation of end-results, and a public presentation, increased productivity by 88.0 percent, a significantly greater gain compared to training alone. Descriptions of procedures, explanations for the results obtained, and suggestions for future research and practice are offered.
Leadership behaviour has a critical role in the creation of successful organisations. This article reviews dimensions of leadership behaviour theory and their relationship to effectiveness, productivity, quality, health and job satisfaction in organisations. The article has two purposes: (1) to identify and summarise leadership behaviours common among successful organisations; and (2) to use these common elements to discuss those theoretical implications which concern situational aspects of successful leadership behaviour. The successful organisations studied for this work were two manufacturing companies, one hospital and one retail operation. The case studies were performed in connection with two leadership research projects. They focused on quality work, effectiveness, working environment, subordinate health and perceptions of the leadership. The common leadership behaviours were explored using a comparative qualitative method. The identified common leadership behaviours were then analysed in relation to the three-dimensional leadership behaviour theory (change-, structure- and relation-orientation) to explore distributions between dimensions. Nine common groups of behaviours were identified and described. The qualitative analyses showed that the identified behaviours were in all three behaviour dimensions. Also evident was that relation-oriented leadership behaviour was by far the strongest of the three. The conclusion is that a successful leader uses high relation-orientation as a base. At the same time, this successful leader uses all three behaviour dimensions. The two additional dimensions of structure- and change-orientation can be altered by leaders according to situational factors. This conclusion implies that successful leadership behaviour includes both universal and contingency elements.
Purpose
– The purpose of this paper is to provide a summary of the latest developments in the field of corporate coaching and mentoring.
Design/methodology/approach
– Provides a viewpoint on the coaching and mentoring field drawing on research from Europe and the US.
Findings
– Structured or supported coaching and mentoring within organisations is evolving rapidly and research is at last beginning to provide valuable insights into effective practices. Some strongly‐held assumptions are being challenged along the way. Greater definitional clarity, within specific contexts, contributes to efficacy. Increasing professionalisation with the coaching and mentoring sector is being helped by dialogue between the various bodies representing coaches and mentors and by the spread of supervision.
Originality/value
– The article provides a succinct overview of the current position of the corporate coaching and mentoring arena and offers insights into how the field will develop in the future.
Despite considerable organisational development research and practice suggesting that interventions in organisations should also be targeted at the group level, most organisational coaching is dyadic (one-to-one) and few models of group coaching have been developed. In Part I of this paper we present an introductory overview of group coaching and compare it to other group-based interventions. We distinguish between the goal-focused nature of group coaching and the process-orientation of group facilitation, and posit that group coaching has important but under-used potential as a means of creating goal-focused change in organisational contexts. In Part II of this paper we address practice issues and we present a practical model of GROUP (Goal, Reality, Options, Understanding others, Perform) coaching that integrates the well-known GROW (Goal, Reality, Options, Way forward) coaching framework with Scharma's U process for group dialogue, double loop learning and other theoretically-grounded practices. From a practitioner's perspective, we draw on the extant literature, we compare group coaching to other team and group-based interventions. Although precisely distinguishing between different group-based change modalities is difficult, we argue that group coaching is a more goal directed process than group facilitation, and that group coaching has important but under-used potential as a means of creating change in organizational contexts.
Although many managers receive training in workplace coaching skills in order to enhance employees' performance and facilitate organizational change, little is known about managers' perceptions of the costs and benefits of adopting workplace coaching behaviors. This study explored the relationships between workplace coaching skills and the perceived costs and benefits of adopting coaching skills from a Stages of Change perspective. This is the first study to examine these issues. Participants were 99 executives and managers from a range of occupations. Findings were broadly as predicated by the Transtheoretical Model of Change. Individuals in the early stages of adopting coaching behaviors had lower self-efficacy and lower coaching skills than those in the latter stages. The perceived benefits of adopting coaching behaviors did not differ across different stages of change. The perceived costs of adopting coaching behaviors were significantly lower in the latter stages of change, but findings suggest that it takes about six months before the perceived benefits of adopting coaching behaviors outweigh the perceived costs. Disaffected managers held higher perceptions of the benefits of coaching, and there was no relationship between coaching behaviors and workplace wellbeing. It is recommended that managers of coach training programs explicitly address ways to overcome barriers to adopting coaching behaviors, rather than primarily promoting the benefits of workplace coaching. Organizations should give ongoing learning support to those who have recently completed workplace coaching training, in order to help them persevere through the initial adjustment period as they consolidate and develop their coaching skills.
The objective of this paper is to explore factors that impact on the selection and matching of coaches with executives in organisations. Selection of coaches is seen to be of utmost importance and a number of different stakeholders are invariably involved in the selection and matching decisions. This conceptual paper uses critical analysis and discussion of a wide range of literature in order to explore the issues at play. The paper positions selection and matching within a conceptual framework and offers a systemic perspective on the organisational processes involved. It thus widens the debate on which actors exert influence. The paper argues that organisations should focus on preparing the executive to be better equipped to maximise their potential for being coached, focusing on selecting coaches, rather than being distracted by the matching question.
Growing from the demand for flexible, targeted development options and the acceptance of executive coaching emerges the role of the internal coach, a professional within an organization who, as a formal part of his or her job, coaches managers and executives. This article identifies this trend, defines the role of the internal coach, compares it with external coaching, and outlines the key issues that need to be addressed in delivering internal coaching programs. It is hoped that this material provides a foundation for future investigation and discussion as the internal coach role matures into a valuable and frequently used tool in management and executive development. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Although one-on-one coaching can be very effective, this article advocates the benefits of leadership coaching in a group setting, because durable changes in leadership behavior are more likely to occur. Discussion is offered to show that leadership group coaching establishes a foundation of trust, makes for constructive conflict resolution, leads to greater commitment, and contributes to accountability, all factors that translate into better results for the organization. The article suggests that a change methodology centered on leadership group coaching creates high-performance teams, is an antidote to organizational silo formation, helps put into place boundaryless organizations, and makes for true knowledge management. A strong plea is made for aspiring leadership coaches to undergo clinical training to prepare them for the kind of deep-seated psychological problems that can derail the leadership coaching process. Commentary about the clinical approach to organizational intervention is included.
The authors review team research that has been conducted over the past 10 years. They discuss the nature of work teams in context and note the substantive differences underlying different types of teams. They then review representative studies that have appeared in the past decade in the context of an enhanced input-process-outcome framework that has evolved into an inputs-mediators-outcome time-sensitive approach. They note what has been learned along the way and identify fruitful directions for future research. They close with a reconsideration of the typical team research investigation and call for scholars to embrace the complexity that surrounds modern team-based organizational designs as we move forward.
This paper focuses on the education and training of business coaches, specifically at the Masters/graduate level. The paper first reviews the knowledge and skills required of business coaches, comparing the recommendations of professional associations and the literature. Next the paper reviews the approaches to education which are best suited to help students acquire knowledge and skills, and how these may be assessed. The paper discusses the challenge of developing both knowledge and skills, and the use of e-learning as an on-going support for students. The benefits of authentic assessment and a varied approach to learning are also reviewed. Thirdly, the paper reports on the experiences of a new Master of Business Coaching at Sydney Business School, University of Wollongong, Australia, providing both performance and perception data from the first cohort of students. Possible reasons for the students' strong performance are suggested.
Growing from the demand for flexible, targeted development options and the acceptance of executive coaching emerges the role of the internal coach, a professional within an organization who, as a formal part of his or her job, coaches managers and executives. This article identifies this trend, defines the role of the internal coach, compares it with external coaching, and outlines the key issues that need to be addressed in delivering internal coaching programs. It is hoped that this material provides a foundation for future investigation and discussion as the internal coach role matures into a valuable and frequently used tool in management and executive development.
Organizations struggle to create an environment that encourages and supports managers to provide regular feedback to employees. Companies can take steps to develop a culture of coaching. First, coaching must become part of the organization's identity by including it in core competencies and behavior expectations. Strategic goals must reinforce this culture and processes and resources must be provided to assist effective coaching. These steps and a true commitment to feedback can lead to a culture of coaching.
This survey-based research study explores the influence of managerial coaching behavior on relationships between organizational investments in social capital (OISC) and employee work-related performance. The results obtained from a survey of 408 employees from multiple organizations across a wide range of industries indicate that OISC are positively related to employee job performance, commitment to service quality, and organizational citizenship behavior. However, the results from sub-group analyses also indicate that these relationships are stronger at low to moderate levels of managerial coaching suggesting that selective rather than exhaustive application of the developmental approach may be more effective. Theoretical and practical implications of these somewhat unexpected findings are developed.
This study uses a control theory to develop a multilevel systems model of leadership. The model outlines the processes that senior leaders can use to influence others across hierarchical levels of management and clarifies the mechanisms that link leadership across levels of management—goal cascading, alignment, and the bypass channel of communication. The authors discuss leadership behaviors needed to effectively influence others across a cybernetic process of leadership. Embedded within the multilevel systems model of leadership is a micro-level cybernetic model that focuses on the temporal process that leaders use to influence individuals in the pursuit of goal achievement.
Managers are increasingly being held accountable for providing resources that support employee development, particularly in the form of feedback and coaching. To support managers as trainers and coaches, organizations must provide managers with the tools they need to succeed in this area. This article presents a new tool to assist in the diagnosis and training of managers in the area of feedback and coaching: the Feedback Environment Scale. This article also discusses the theoretically based definition of this new construct and the development and validation evidence for the scale that measures this construct. Confirmatory factor analyses supported the a priori measurement model, and assessment of relationships proposed in a preliminary nomological network provide initial support for the construct validity of the scale. Results also show evidence for the internal consistency, test-retest reliability, and discriminant validity of the facet scores of the Feedback Environment Scale.
Purpose
The purpose of this paper is to explore the manager as coach (MAC) role as an organisational development strategy, in particular, aspects of the relationship between manager and employee that make it successful. The purpose of the MAC in the business context is to help employees consider how they might work and behave differently with more effective behaviours that produce better outcomes, without a reliance on the formal authority the manager possesses.
Design/methodology/approach
A qualitative case study approach was adopted in which individuals shared their experiences as MAC and/or as an employee receiving coaching from a manager in an asynchronous online discussion forum. These discussions were then qualitatively analysed.
Findings
The findings illustrate the complexity of the MAC role and why many managers fail in this role, leading to a loss of engagement and motivation of staff. Similarly, factors, which strengthen the relationship between the MAC and employee, such as trust, shared values, and benevolence lead to success in this organisational relationship.
Practical implications
Managers need to understand how to operate as a MAC to elevate organisational performance. Similarly, organisational developers need to understand what is required in training programs to develop managers into coaches if they are to employ this strategy successfully.
Originality/value
This practitioner oriented paper builds upon a case study, which explores the MAC role and integrates the findings with contemporary knowledge on performance management and coaching.
Purpose
The purpose of this paper is to contribute to a reclaiming of the potency of Rogerian listening in organizations. The paper views listening after Rogers, the father of active listening, as a process with potential to re‐enchant organizations and the people who comprise them, in a move away from the popular view and professional training that fosters instrumentalized listening that deadens organizations and crushes the spirit of individuals.
Design/methodology/approach
The study employs a text analysis using iterative coding processes and constant comparison. A total of 12 web sites focused on “active listening” in business contexts were analyzed for overlap and divergence with Rogers' descriptors and essential conditions for active listening.
Findings
Rogers is almost completely disassociated from his original multi‐sensory conception of listening, which is now reduced to a set of instrumental tips and techniques that help the listener gather data in the interest of achieving preconceived goals. Rarely was Rogers' intention invoked – of understanding in the context of growing a relationship between speaker and listener that was grounded in unconditional positive regard, care, and love.
Research limitations/implications
Though the sample size is limited, it suggests a particular zeitgeist in organizations that inhibits the possibilities of re‐enchantment by shutting down a principle of channel for developing understanding and making connections that can foster novelty and increase collaboration. An awareness of the current reduction of listening being taught in organizations, and the particular ways in which it varies from the richness of Rogers' powerful conception is the first step toward identifying and overcoming the barriers to re‐enchantment at individual and organizational levels.
Originality/value
The prevailing efforts in the literature include listening as one dimension in the broader field of communication skills, and tend to result in recommendations that deepen the instrumental nature of listening in business. This study focuses on listening exclusively, beginning with the origins of Rogers' “active listening,” examining the ways it has been conceptually co‐opted and distorted, as a first step in the process of reclaiming it from the territory of calculated and observable skill.
Purpose
The purpose of this paper is to explore the issue of workplace coaching and offers insight into the various coaching practices that are necessary to produce better employee performance and results.
Design/methodology/approach
The paper reports on a survey of 219 experienced managers who were asked to respond to a series of questions on the subject of coaching on a four point strongly agree to strongly disagree scale and references previous research in the discussion.
Findings
Key findings include that participant managers consider: coaching to be critical to their success and the success of their employees; coaching requires individualized strategies based on the employee's ability and motivation; employees do not always receive the coaching they want and need; and managers believe that they have considerable room for development in this critical leadership practice.
Research limitations/implications
The primary limitation of this descriptive study is the use of a targeted convenience sample which might restrict the generalizability of these findings.
Practical implications
Implications of this research include: organizations placing greater effort in assisting managers to develop their coaching talents; managers tailor‐making coaching strategies for individual employees; and creating a better understanding of the factors that drive employee performance and what managers can and should do to impact these factors.
Originality/value
This paper moves away from the concept of “generic” coaching and makes a very strong case for “individualized approaches” to employee coaching and for managers to give coaching greater time and priority on a daily basis as leaders.
Purpose
The purpose of this paper is to raise organization's and practitioner's awareness of how to maximise coaching investment via enhancing coaching transfer.
Design/methodology/approach
This paper is based on a research project that comprised two sub‐studies. The first employed used semi‐structured interviews and qualitative analysis techniques to explore coachees' ( N =25), coaches' ( N =9) and organizational stakeholders' ( N =5) perceptions of a successful coaching outcome and the facilitators and barriers to transfer. The second study administered a self‐report questionnaire developed from the results of Study one to coachees ( N =110) to explore possible relationships between transfer and coachee motivation, work environment psychosocial factors and situational factors.
Findings
Coachees, coaches and organizational stakeholders described coaching outcomes as comprising intra‐personal development, personal and performance outcomes. Further, they described transfer as associated with a pro‐development organizational climate, psychosocial support and the coachee having a pro‐development attitude. Correlational analyses of questionnaire data supported these findings.
Research limitations/implications
The findings were based on self‐report. Despite the limitations of self‐report data, they provide a useful indication of the factors which likely impact on coaching transfer.
Practical implications
The findings are valuable in that they provide practical guidance to assist organizations and practitioners maximise coaching investment.
Originality/value
Although this study drew on training transfer research, it was original in the field of coaching.
Purpose
– The paper aims to examine the coaching relationship as a critical success factor in executive coaching. It also aims to set out the characteristics of a successful coaching relationship and how to establish it.
Design/methodology/approach
– The basic proposition of this article is set out in the introduction – that the coaching relationship is not just a critical success factor, but arguably the critical success factor in successful coaching outcomes. From there, the characteristics of a successful coaching relationship are explored. The link is made to client‐centred counselling and to the influence of “Rogerian” thinking. Key characteristics of the coaching relationship such as rapport, trust, support and challenge are critically examined. Finally, the implications for coach training are set out.
Findings
– The arguments presented here point to a need to shift the emphasis of coach training more strongly towards the coaching relationship.
Originality/value
– A great deal of current literature about executive coaching is focused on models and techniques: this article challenges that approach and reminds the reader of the importance of the coaching relationship as a critical success factor in executive coaching.
Purpose
This paper aims to outline the steps and process used by the American Cancer Society, a not for profit organization, when creating and implementing an internal coaching capacity.
Design/methodology/approach
The paper examines in detail the design, implementation, successes, and key learning points of the creation of an internal coaching program.
Findings
Organizations can build an internal coaching capacity utilizing current talent and limited external resources to benefit the development of targeted staff.
Practical implications
The paper details steps to build a coaching cadre.
Originality/value
The paper provides an alternative to buying coaching for an organization and outlines the multiple benefits to building an internal capacity.
This article describes a model, benefits, and outcomes of a coaching and support group for managers. Professionals in the University of Texas at Austin Employee Assistance Program have created manager groups to support and coach managers in areas of skill development, including interpersonal challenges and communication, while providing a confidential forum for professional discussion. It is basic practice for EAPs to provide support to employees dealing with personal problems and one-on-one consultation for managers about an employee; however, few, if any, EAPs provide group coaching for managers in their roles as leaders. By facilitating manager groups EAPs can help reduce managers' stress and build their supportive and professional networks while helping to develop managers' communication and “soft skills.” A model is presented to demonstrate the format of the manager groups facilitated at the University of Texas at Austin.
This article makes the case for integrating coaching training into Six Sigma activities. It reviews the literature in the areas of process improvement, quality, leadership, and managerial coaching to show how the implementation of managerial coaching training for Six Sigma black belts would have a positive effect on the accumulation of knowledge within an organisation, thus enhancing the potential benefits of a Six Sigma process improvement effort. Current literature calls for practitioners and scholars to address Six Sigma black belts' lack of training in those soft skills that promote success and advancement within the Six Sigma project team setting. Coaching, defined as the facilitation of individual learning within an organisation, is vital to the growth of organisational learning. This paper incorporates current literature to show the inherent link between managerial coaching practice and expertise and the sustainability of Six Sigma programmes, which is essential for many companies to maintain a competitive advantage.
More and more leaders are taking on coaching responsibilities in their organizations themselves rather than relying solely on external coaches. But leaders who are considering such coaching need to understand a number of things. Here's a primer for today's aspiring leader coaches.
This exploratory study attempts to identify the leadership competencies that managers believe are needed to be successful across different managerial levels and organization types (manufacturing, finance, insurance, and banking, health, transportation, communications, and utilities, wholesale and retail trade, private nonprofit, and public) and presents an analysis of whether changes in the importance of certain leadership competencies over time coincided with the 9/11 terrorist attacks in the United States. Our findings suggest that the leadership competencies leading employees and resourcefulness were the most important across all managerial levels and organization types studied. Moreover, leadership competencies important (or not important) for one managerial level or organization type seem to be important (or not important) for others. Furthermore, leadership competencies important before 9/11 remained important immediately after 9/11, 2 years after 9/11, and are still important today. These findings may have implications for leadership training and development, selection, and succession planning.
According to the advocates of a "Generalized Darwinism" (GD), the three core Darwinian principles of variation, selection and retention (or inheritance) can be used as a general framework for the development of theories explaining evolutionary processes in the socioeconomic domain. Even though these are originally biological terms, GD argues that they can be re-defined in such a way as to abstract from biological particulars. We argue that this approach does not only risk to misguide positive theory development, but that it may also impede the construction of a coherent evolutionary approach to "policy implications". This is shown with respect to the positive, instrumental and normative theories such an approach is supposed to be based upon.
Coaching is a frequently cited, but less often effectively implemented, developmental tool for enhancing managerial performance at all levels. The purpose of this paper is to identify and explore the practices junior managers consider to be most critical for senior managers to employ when implementing coaching as a performance improvement practice. In this research, we engaged 45 focus groups consisting of 225 middle managers from over twenty different US organizations to explore the issue of managerial coaching and its implications for organizations and individual managers.
As we approach the year 2000, corporate America is focused on
improving communications; yet most of the effort is directed toward
improving writing and speaking. This paper describes training to
encourage and improve better listening skills and attitudes. Workshops
to improve interpersonal communications, negotiation, and supervisory
skills have been offered to employees for a number of years. The
training sessions were different from others in that they were wholly
devoted to learning about listening, and managers participated in the
design of the learning experiences by using case material drawn from
their work situations. This focused their attention on why listening is
an important part of good management, and enabled them to understand
that it is their responsibility to improve their listening behavior and
skills