Supportive supervisors and managerial coaching: Exploring their intersections

Ellinger, Andrea D.

doi:10.1111/joop.12021

Cited by 47 publications

(53 citation statements)

References 40 publications

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“…When employees come to view coaching and mentoring as complementary resources, a high heterogeneity between coach and mentor could play a role in constructing more diverse social ties according to social support resource theory [71]. Thus, these complementary effects could extend the explanatory power from the previous research concentrated on the similarity between coach and coachee (e.g., [84][85][86]) or between mentor and protégé (e.g., [41,87]). …”

Section: Discussion and Limitationsmentioning

confidence: 94%

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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Section: Discussion and Limitationsmentioning

confidence: 94%

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

Woo

2017

Sustainability

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“…Whereas tangible or "object" type of resources, such as budgets, can be accurately quantified, behavioral resources such as a manager's EI and team cohesion are potentially more abundant (albeit for some, only after considerable training: Boyatzis, Smith, Van Oosten & Woolford, 2013;Ellinger, 2013). Borrowing from Sonenshein (2014, p. 814), we unveiled that both behavioralresourcing effects (manager's EI and store cohesion) are "rooted deeply in the actions of managers and employees embedded in organizations over time."…”

Section: Discussionmentioning

confidence: 99%

From manager's emotional intelligence to objective store performance: Through store cohesiveness and sales-directed employee behavior

Wilderom

Hur²,

Wiersma

et al. 2015

J. Organiz. Behav.

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SummaryThe relationships among manager's emotional intelligence, store cohesiveness, sales-directed employee behavior, and objective store performance were investigated. Non-managerial sales employees of a large retail electronics chain in South Korea (N = 1611) rated the emotional intelligence of their own store managers as well as the group cohesiveness within their stores. Store managers (N = 253) separately rated the salesdirected behavior of their employees. Objective sales data were collected one month later for each store.No direct relationship between manager emotional intelligence and objective store performance was found. Instead, the results supported the hypothesized four-variable, three-path mediation model: store manager's emotional intelligence was related to store cohesiveness, which in turn was related to the sales-directed behavior of the frontline employees, which ultimately predicted the objective performance of the stores. Manager emotional intelligence and store cohesiveness are seen as intangible organizing resources or sociopsychological capital for non-managerial store employees. Implications for future research and more effective management of retail firms are discussed. Van den Berg, & Wiersma, 2012). The present empirical field study addresses whether the emotional intelligence (EI) of managers is associated with the performance of their work units, a question that has been raised more in the literature than has been examined empirically (e.g., Humphrey, 2012;Kaplan, Cortina, Ruark, LaPort, & Nicolaides, 2014;Kluemper, DeGroot, & Choi, 2013;Rajah, Song, & Arvey, 2011;Walter, Cole, & Humphrey, 2011). The research rests, in part, on ample evidence that both managers and individual contributors who have EI are more effective at work (George, 2000;Gooty, Connelly, Griffith, & Gupta, 2010;Humphrey, 2002). We tested a model between the EI of work-unit managers and objective work-unit performance and show how two additional variables mediate this relationship. We are very grateful to the associate editor and the reviewers for their very helpful feedback. We also thank Richard Bandstra for his assistance with this paper.

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“…Managers are important when coaching employees (Ellinger, 2012). A direct supervisor has the most access to his or her employees and thus has the opportunity to listen, observe, and to monitor for levels of work stress or overload.…”

Section: Engagement and Coaching -Front Line Managersmentioning

confidence: 99%

Creating a Culture of Engagement -- Insights for Application

Smith¹,

Peters²,

Caldwell³

2016

BMR

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Harvard's Clayton M. Christensen (2012, 2013, 2016) has repeatedly emphasized the critical importance of engaging employees at all organizational levels to achieve and sustain competitive advantage in today's fast moving global marketplace. At the same time, other scholars have noted that many leaders and organizations are ineffective (Pfeffer, 1998) and Angela Duckworth (2016) has reported that two-thirds of today's employees describe themselves as not engaged in their organization. The challenge of creating a culture of engagement and commitment has increasingly been addressed by scholars and practitioners and acknowledged to be critical to the success of the modern organization (Hayes, Caldwell, Licona & Meyer, 2015;Caldwell, Licona, & Floyd, 2015;Schein, 2010).The purpose of this paper is to identify the critical importance of creating a culture of engagement and to clarify key roles of the top management team, the human resources staff, individual supervisors, and non-supervisory colleagues in creating that culture. We begin this paper by briefly defining employee engagement and explaining its important place in organizations that seek to improve quality, profitability, and innovation. We then identify the important roles of key individuals and groups in creating a culture of engagement and offer six propositions to test related to increasing employee commitment and creating a culture of high engagement. We conclude with a brief summary of the contributions of this paper.

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Supportive supervisors and managerial coaching: Exploring their intersections

Cited by 47 publications

References 40 publications

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

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

From manager's emotional intelligence to objective store performance: Through store cohesiveness and sales-directed employee behavior

Creating a Culture of Engagement -- Insights for Application

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