Coaching at the heart of managerial effectiveness: A cross-cultural study of managerial behaviours

Hamlin, Robert G.; Ellinger, Andrea D.; Beattie, Rona S.

doi:10.1080/13678860600893524

Cited by 114 publications

(104 citation statements)

References 41 publications

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“…Feeling empowered may include a sense of competence and acting with skill (Conger & Kanungo, 1988), and leader behaviors that help enhance employees' learning and mastery are associated with empowerment. In line with this, Beattie (as cited in Hamlin, Ellinger, & Beattie, 2006) identified instruction, coaching, guidance, and counseling as discrete behaviors of managers as facilitators of learning. Within the development perspective, coaching has emerged as an important attribute of leaders, and has, among others, been defined as a process of giving guidance, encouragement, and support (Redshaw, 2000).…”

Section: Development Supportmentioning

confidence: 84%

Empowering leadership: Construct clarification, conceptualization, and validation of a new scale

Amundsen

Martinsen

2014

The Leadership Quarterly

344

420

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In this paper we discuss key aspects of empowering leadership as a basis for conceptualizing and operationalizing the construct. The conceptualization resulted in eight behavioral manifestations arranged within three influence processes, which were investigated in a sample of 317 subordinates in Study 1. The results supported the validity and reliability of a two-dimensional, 18-item instrument, labeled the Empowering Leadership Scale (ELS).In Study 2 (N = 215) and Study 3 (N = 831) the factor structure of ELS was cross-validated in two independent samples from different work settings. Preliminary concurrent validation in Study 1 and 2 found that ELS had a positive relationship to several subordinate variables, among others self-leadership and psychological empowerment. In Study 3 ELS was compared with scales measuring leader-member exchange (LMX) and transformational leadership. Discriminant validity was supported, and moreover, ELS showed incremental validity beyond LMX and transformational leadership when predicting psychological empowerment. The notion of empowerment was introduced in the field of management in the 1980s, and seems based on a need for an organizational concept that could promote employee productivity (Bartunek & Spreitzer, 2006) relative to fundamental technological and commercial changes that took place both in businesses and the public sector (Fernandez & Moldogaziev, 2011;Hill & Huq, 2004). These changes led to, among others, increased customer/client orientation, more flexible, flattened, and decentralized organization designs, and improvements in quality and efficiency for most organizations. The nature of work has also changed substantially in the last decades by becoming more complex and cognitively demanding (Humphrey, Nahrgang, & Morgeson, 2007), and highly skilled and educated "knowledge workers" have become the core of a rapidly growing segment of the workforce (Parker, Wall, & Cordery, 2001). KeywordsIn this changing "landscape" empowering leadership (EL) has emerged as a particular form of leadership, distinct from other approaches such as directive, transactional, and transformational leadership (Pearce et al., 2003). At its core, employee empowerment involves enhanced individual motivation at work through the delegation of responsibility and authority to the lowest organizational level where a competent decision can be made (Conger & Kanungo, 1988;Thomas & Velthouse, 1990). As such, EL may generally be defined as (2000) noted that there is little theory focusing on the role of effective empowering leader behavior, which seems equally valid today. We therefore aimed to fill some of this lack and additionally identify key mediators of EL. Accordingly, the main purpose of the present paper is, at the individual level of analysis, (1) to theoretically underpin and define EL as guideline for (2) conceptualization and operationalization of the construct, (3) to identify central mediators, and (4) to build, refine, and validate a new instrument to measure the construct. We in...

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Section: Development Supportmentioning

confidence: 84%

Empowering leadership: Construct clarification, conceptualization, and validation of a new scale

Amundsen

Martinsen

2014

The Leadership Quarterly

344

420

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“…Therefore, mutual respect and trust between the coach and the coachee are critical to the effectiveness of coaching [22]. Managerial coaching has received particular attention as a core activity that must be performed by managers [23,24]. Many scholars have developed validated concepts in the domain of managerial coaching for business settings [25].…”

Section: Managerial Coachingmentioning

confidence: 99%

“…The study points out the two items that are most different among culture types. Third, we inferred the effect of multidimensional managerial coaching behaviors (e.g., [24,26,32]). The two items were commonly related with indirect examples or questions.…”

Section: Methodsmentioning

confidence: 99%

Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

Woo

2017

Sustainability

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A number of organizations have adopted coaching and mentoring interventions to discover and foster the potential capabilities of employees. These practices are seen as competitive drivers to cultivate innovation and creativity in turbulent business environments. However, the literature has not investigated the question of how coaching and mentoring are interrelated. By examining this connection, this study explores the joint effects of these practices on the organizational commitment of employees. The results from survey data of 247 employees, who were coachees as well as protégés at the same time, from 17 companies in South Korea suggested that mentoring moderates the positive relationship between managerial coaching and organizational commitment. In addition, the moderating effects also depended on the extent of the homogeneity of their coach and mentor. The positive relationship between managerial coaching and organizational commitment strongly increased with conditions of higher mentoring and lower homogeneity of coach and mentor. Conversely, the relationship became negative when both mentoring practice and the homogeneity of coach and mentor were low. These results could provide practical implications to organizations that are concurrently adopting both coaching and mentoring programs by helping managers to better understand their joint effects.

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“…This brief overview of different theories of leadership has important implications for leadership practice, and interest in workplace coaching has increased alongside these debates but limited attention has thus far been paid to the areas of overlap between coaching and leadership theory (Ellinger et al 2011;Hagen and Aguila 2012;Hamlin et al 2006).…”

Section: Managerial Coaching and Theories Of Leadershipmentioning

confidence: 99%

A Trojan Horse? The implications of managerial coaching for leadership theory

Anderson

2013

Human Resource Development International

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This article examines the behaviours associated with managerial coaching and assesses the implications for leadership theory. Survey data from 521 line managers are analysed to: (i) identify the behaviours associated with managerial coaching, (ii) examine factors that affect the propensity of managers to undertake coaching and (iii) discuss the implications of the manager as coach role for leadership theory and practice. First, the analysis indicates that workplace coaching is distinct from specialized coaching practices. Second, demographic characteristics of individual managers, such as their age, experience or level of management qualification are unlikely to affect their propensity to undertake managerial coaching. However, leader-team member relationships (leader-member exchange) and occupational self-efficacy (OSE) are predictive of managerial coaching behaviours. Third, managerial coaching challenges traditional leader-centric models of leadership and requires an acknowledgement of reciprocity, collaborative 'meaning-making' and a diminished 'distance' between leaders and team members.

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Coaching at the heart of managerial effectiveness: A cross-cultural study of managerial behaviours

Cited by 114 publications

References 41 publications

Empowering leadership: Construct clarification, conceptualization, and validation of a new scale

Empowering leadership: Construct clarification, conceptualization, and validation of a new scale

Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

A Trojan Horse? The implications of managerial coaching for leadership theory

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