Managerial coaching: challenges, opportunities and training

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.

Developing the leader as coach: insights, strategies and tips for embedding coaching skills in the workplace

“…To date there has been relatively little discussion of these issues in the academic coaching literature (McCarthy & Milner, 2013). Future research into this emerging area of coaching practice should aim to empirically delineate the main factors that enable the successful implementation of Leader as Coach programs.…”

“…The program content needs to explicitly address the kinds of coaching challenges faced by managers in the contemporary workplace (McCarthy & Milner, 2013). Much professional executive coaching training is aimed at developing coaching skills for formal coaching situations.…”

Effects of Training on Employee Job Satisfaction and Achievement: ‘Train to Gain’ Evidence From Manufacturing Businesses in Turkey

“…Consistently, regardless the differences among them, studies in the multidisciplinary literature sometimes tend to use these terms interchange ab le (McCarthy and Milner, 2013). Especially several studies (e.g.…”

Evaluating the impact of coaching skills training on individual and corporate behaviour

“…As well as their application in formal coaching relationships, coaching skills and approaches can be used by line managers to empower and support individual staff (Grant and Hartley, 2013;Goleman et al, 2001;Ladyshewsky, 2010;McCarthy and Milner, 2013). and to enable and develop teams (Hackman and Wageman, 2005;Rapp et al, 2016).…”

“…There are affinities between line managers using non-directive coaching approaches to help their team members to make decisions and the practice of participative styles of leadership (McCarthy and Milner, 2013). When a team member approaches the line manager with a problem or decision, the line manager may use a coaching approach to help the team member analyse the situation and make the decisionrather than telling them the course of action they should take (Starr, 2008).…”