Managerial Coaching

Abstract

The Problem While managerial coaching becomes increasingly popular in both scholarly and practical circles, the line managers who need to execute this coaching may be neither capable nor interested in the coaching process. Furthermore, while the research on coaching seems promising, little is known about how to test the individual and environmental appropriateness of a coaching intervention. The Solution This review will inform and support evidence-based human resource development (HRD) professionals tasked with developing managers’ coaching capability. It is designed to help line managers who wish to enhance their managerial coaching practice. The Stakeholders This literature review and model will benefit organizations, HRD professionals, and line managers to determine whether coaching is an appropriate learning intervention for their context and at that particular time. Furthermore, if it is deemed appropriate, this review and resulting framework may aid in determining how practitioners should approach coaching within their organizational setting.

Contextual Factors and Organizational Commitment: Examining the Mediating Role of Thriving at Work

“…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].…”

“…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]. It was found that this management is related to several organizational outcomes such as improving performance [37,43,[46][47][48], self-efficacy [48], innovative work behavior [46], satisfaction [43,44,49], extra-role performance, organizational commitment [39], role clarity [44,46,49,50], goal accomplishment, trustworthiness, learning [3,28,[51][52][53], psychological empowerment [46], proactive career behaviors, well-being, resilience [54], and decreased turnover intention [39].…”

“…Some authors emphasize on the importance of exploring the factors that are influencing employees to thrive at work for a better understanding of this phenomena in the workplace, our knowledge is currently limited in this regard [4]. Moreover, researchers pointed out that more empirical studies on managerial coaching and its positive effects as research are still in its infancy and are scarce [27][28][29]. Secondly, we also examined whether thriving at work is directly related to affective organizational commitment.…”

Exploring factors influencing employees' impression management feedback‐seeking behavior: The role of managerial coaching skills and affective trust

“…In addition, the extant literature on managerial coaching (e.g., Beattie et al, 2014;Hagen, 2012) has indicated that employees' trust in supervisors could play an important role in an effective coach-coachee relationship, and might determine the effectiveness of managerial coaching. As MCSs have been discussed together with employees' trust in supervisors (Beattie et al, 2014;Kim & Kuo, 2015), and previous studies have established the relationship between employees' trust in supervisors and their FSB (Choi, Moon, & Nae, 2014;Hays & Williams, 2011), it is likely that trust in supervisors works as a potential intervening mechanism linking MCSs to employee IMFSB.…”

“…In addition, the extant literature on managerial coaching (e.g., Beattie et al, 2014;Hagen, 2012) has indicated that employees' trust in supervisors could play an important role in an effective coach-coachee relationship, and might determine the effectiveness of managerial coaching. As MCSs have been discussed together with employees' trust in supervisors (Beattie et al, 2014;Kim & Kuo, 2015), and previous studies have established the relationship between employees' trust in supervisors and their FSB (Choi, Moon, & Nae, 2014;Hays & Williams, 2011), it is likely that trust in supervisors works as a potential intervening mechanism linking MCSs to employee IMFSB. When examining trust in supervisors as a intervening variable, we focus our attention on the role of affective trust, defined as the emotional bonds between individuals that are grounded upon expressions of genuine care and concern for the welfare of the other party (McAllister, 1995), because it is social exchange and more relational in nature (Dirks & Ferrin, 2002) and can be a critical component to constitute the effective exchange relationship in a managerial coaching context (Kim & Kuo, 2015).…”