Manager-as-coach and use of scenistic tools for instruction

Abstract

Purpose The purpose of this essay is the provision of a conceptual approach for a manager-as-coach to use for instructional purposes with an employee. Using scenistic materials (cases, incidents, stories), the aim of the essay is to assist the practitioner apply a practical and relatively adaptable instructional approach. While it is intended for application with a single employee, the approach, with modifications, may be used in a small group environment. Design/methodology/approach The methodology was directed to the study of manager-as-coach, application of a class of instructional tools, theories of constructivism and situated cognition and the joint (manager–employee) implementation of an action guide aimed at learning and performance improvement. Review and coordination of these areas resulted in a detailed guide for action. Findings Use of scenistic materials for instructional purposes adds to the repertoire of tools for a manager desiring to act in a coaching capacity. A step-by-step program of activities is offered for practical application. Created for experimentation and use is a research result-driven practical guide/action plan. Practical implications The design of the approach expressed requires the manager-as-coach to prepare for instruction and participate in it to the extent that the manager likely contributes to her/his own knowledge and skills in the areas under study. The step-by-step design not only guides the instructional process, it demands that the participants are fully engaged in creating new knowledge, assumptions and examples of practical implementation of what has been learned. Originality/value Currently, there is little information or research available to guide a manager in a coaching capacity in the use of situation-based (scenistic) instructional materials. The approach offered in this essay not only considers employee knowledge apprehension but also aims at performance3 improvement in a particular context. Additionally, the approach presented requires dialog, negotiation and focused application, all of which may help the participants improve the quality of their relationship.

The practice of manager as coach (MAC): Unequal power relations and their effect on feelings toward the organization

“…The importance of training in organizations in general and for managers, in particular, is very high (Lyons & Bandura, 2022; Milner et al, 2020). Milner et al (2018) suggested that coaching training for managers should be tailored to specific contexts.…”

“…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).…”