Managerial coaches, are they ready? The case of Malaysian telecommunications industry

Chong, Chin Wei; Yuen, Yee Yen; Tan, Booi Chen; Zarim, Zainal Abu; Hamid, Norhasniza Abdul

doi:10.1108/tlo-03-2015-0016

Cited by 8 publications

(4 citation statements)

References 41 publications

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“…Historically, inspirational-based coaching style is associated with a notion that employees get motivated by narrating heroic and motivational stories, and this notion seems to be fading with the rise of facilitation-based coaching which directly influences the improvement of the outcomes (Panda, 2019). Moreover, it is difficult to learn and master facilitation skills as multiple perquisites like contracting, collaboration and critical thinking skills are associated with facilitation (Chong et al, 2016). Organizations must expect their managers to facilitate rather than only inspire in order to extract higher contextual performance.…”

Section: Managerial Implicationsmentioning

confidence: 99%

“…On the contrary, facilitation-based coaching emphasizes on relationship building, problem-solving and team synergy. Some research indicate that it is not possible to adopt facilitative-based coaching behavior as managers may find it challenging as they lack in facilitative skills to coach their subordinates (Chong et al, 2016). The author believes that managers' coaching behavior is a field of study which is still evolving in India.…”

Section: Introductionmentioning

confidence: 99%

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Continuous learning and employee performance: a moderated examination of managers' coaching behavior in India

Budhiraja

2022

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PurposeBy integrating organizational support theory (OST) and social cognitive theory, this study investigates types of managers' coaching behavior as experienced by the employees. Furthermore, the study examines whether employees would exhibit greater task and contextual performance when organizational learning is blended with a specific coaching behavior of their manager.Design/methodology/approachUsing primary data from 298 software engineers working in select information technology companies across India, the current study attempts to assess moderating effect of managers' coaching behavior in two relationships, including continuous learning and employees' task performance (CL-TP) and continuous learning and employees' contextual performance (CL-CP).FindingsResult of exploratory factor analysis suggests that managers of select organizations exhibit two major types of coaching behavior: inspiration-based coaching behavior and facilitation-based coaching behavior. On the moderating role of coaching behavior, it is documented that facilitation-based coaching behavior significantly positively moderates both stated (CL-TP and CL-CP) relationships, whereas inspiration-based coaching behavior of supervisors has positive significant effect on CL-TP relationship but negatively moderates the CL-CP relationship.Research limitations/implicationsThe extent to which the findings of this study can be generalized is constrained by the limited sample and organizational context.Practical implicationsThe most important managerial implication for all learning organizations is that both kinds of coaching behaviors help improving the task performance of the employees, but managers should prefer facilitation-based coaching style in order to generate higher contextual performance of employees.Originality/valueThis study contributes to practitioners and existing literature by explaining how individual performance of employees is affected by the investment made by organizations in facilitating continuous learning.

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Section: Managerial Implicationsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Continuous learning and employee performance: a moderated examination of managers' coaching behavior in India

Budhiraja

2022

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“…Yet, research that examines managerial coaching in the context of LOs appears to be somewhat underdeveloped. In fact, despite the apparent importance of leaders and managers as coaches in LO contexts, a search of the Learning Organization Journal Table of Contents for the past 10 years identified only one paper that examines the topic of managerial coaching (Chong et al, 2016). Accordingly, a better understanding of the associations between the LO concept and managerial coaching is warranted.…”

Section: Introductionmentioning

confidence: 99%

Providing strategic leadership for learning: optimizing managerial coaching to build learning organizations

Ellinger

2020

TLO

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Purpose The purpose of this paper and the contribution to this Special Issue is to build on Kim and Watkins’ (2018) recent finding that “leaders mentor and coach those they lead” is the item in the Dimensions of the Learning Organization Questionnaire (DLOQ©) that is most highly correlated with performance. Given the criticality of providing strategic leadership for learning and, more specifically, the consistent associations between leaders who mentor and coach and work-related performance outcomes, a better understanding of the associations between the learning organization concept and managerial coaching is warranted. Watkins and Kim (2018, p. 22) contend that “future directions for learning organization research include a search for the elusive interventions that would create a learning organization.” In response to this call for research, a research agenda for assessing managerial coaching as a learning organization (LO) intervention is proposed. Design/methodology/approach This conceptual paper briefly reviews literature on the learning organization and the DLOQ© instrument, followed by a more in-depth review of the managerial coaching literature and suggestions for how future research could be conducted that more closely integrates these two concepts. Findings Existing literature suggests that “provide strategic leadership for learning”, a dimension in the DLOQ, is one of the most pivotal dimensions for creating learning cultures that build learning organizations. Specifically, an item within this dimension, “leaders who mentor and coach” has been recently identified as one of the most critical aspects associated with strategic leadership for learning. Originality/value The extant managerial coaching literature offers a solid foundation for more closely integrating and mainstreaming the developmental intervention of managerial coaching into learning organizations. Directions for future research that identifies fine-grained perspectives of the discrete facets of managerial coaching in learning organization contexts are suggested.

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“…There are many benefits, if done properly, in having in-house leaders and managers acting as a coach rather than sending the coachee to an external third-party coach (Chong et al, 2016). For To be successful, managerial coaching requires an acceptance of relational and social constructivist features of leadership processes where the hierarchical space between leaders and followers is diminished, and the potential for growth, freedom, and change to both parties involved in the process is acknowledged (Anderson, 2013).…”

Section: The Manager As Coachmentioning

confidence: 99%

An in-house coaching model & implementation plan to onboard and integrate new employees more successfully with managers as coaches

Heydt¹

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20210308 AcknowledgementFirst, and foremost, I thank my family for their unconditional love, assistance, and encouragement throughout this incredible journey. A special thanks to my wife for being such a caring and engaged partner and to my daughters for their patience and wonderfully thoughtful questions and ideas about my research project. I thank you for tolerating and supporting many hours of studies at night or during the countless weekends; time, although worthwhile invested, I was not able to spend with you.I also thank my advisors, Professor Dr. Joe McNabb and Dr. Kim Nolan, for your highly professional, empathetic, and constant guidance throughout this process. I sincerely enjoyed my time as a scholar in your classes and our stimulating discussions and exchanges. I´m very grateful for how you have assisted me in dismantling my research topic into its individual parts to reassemble it to form an even more impactful piece on coaching and personal growth. I´m also very thankful to Professor Dr.Rainer Busch who acted as the third reader and who already thirty years ago was one of my university professors in Germany; a true source of wisdom and intellect.In addition, I´d like to express my gratitude to Danielle Monaghan, Vice President Talent at Uber, who in her previous function as my line manager at Amazon was very supportive of my doctoral studies from the very beginning. The same is true for Dirk Daniel, who as a long-time senior Amazon leader, constantly encouraged me to think big, bold, and beyond what one might believe is possible. Furthermore, I thank my colleagues, team members, and my external sparring partners -many of them being experienced coaches and learning experts -who not only assisted me with motivational questions on my progress and wellbeing, but also for their constant reminders to stay focused and unbiased. It is an honor and a pleasure to work alongside all of you and to know you. Finally, I´d like to extend my gratitude to our Seattle cohort, for the camaraderie, our various stimulating study sessions, the workshops, and get togethers. All the best for your future endeavors! 3 20210308 Dedication I dedicate this work to my amazing wife Bianca and our incredible daughters Jule and Felicity. You are the loves of my life, my inspiration, joy, and fulfillment. I wouldn´t have been able to become what I am without you.I also dedicate my research and this paper to everyone who has ever coached and supported someone else; or who plans doing so in the future. Thank you for helping people who are stuck in life or need honest guidance to unleash their innate potential to lead a rewarding life. 4

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Managerial coaches, are they ready? The case of Malaysian telecommunications industry

Cited by 8 publications

References 41 publications

Continuous learning and employee performance: a moderated examination of managers' coaching behavior in India

Continuous learning and employee performance: a moderated examination of managers' coaching behavior in India

Providing strategic leadership for learning: optimizing managerial coaching to build learning organizations

An in-house coaching model & implementation plan to onboard and integrate new employees more successfully with managers as coaches

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