Team coaching can enhance psychological safety and drive organizational effectiveness

Graen, George B.; Canedo, Julio C.; Grace, Miriam

doi:10.1016/j.orgdyn.2019.01.003

Cited by 10 publications

(7 citation statements)

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“…Team coaching offers a powerful avenue to foster teamwork because it can tackle multiple teamwork competencies simultaneously ( 29 , 33 ). We know that it can do three specific things ( 33 ): increase group effort ( 27 , 32 , 34 ), better interpersonal processes via improvements in psychological safety ( 19 , 35 ), and lastly, increase team knowledge and learning ( 27 , 36 ). By improving these things, general teamwork is improved.…”

Section: Observation 2: Internal Team Coaches Are Needed and Must Be ...mentioning

confidence: 99%

Beyond communication: an update on transforming healthcare teams

Fernández Castillo,

Khalid,

Salas

2024

Front. Med.

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Section: Observation 2: Internal Team Coaches Are Needed and Must Be ...mentioning

confidence: 99%

Beyond communication: an update on transforming healthcare teams

Fernández Castillo,

Khalid,

Salas

2024

Front. Med.

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“…Psychological safety—a reiterated theme in all three streams of literature (e.g., [ 65 , 66 , 67 ])—is vital for knowledge creation because it allows people to share information without fear of reprimand (see [ 11 ]). Hence, a leader who wants to engage in team coaching and increase team knowledge and learning must facilitate knowledge sharing by cultivating a positive environment.…”

Section: Competency Area #3mentioning

confidence: 99%

How to Make an Internal Team Coach: An Integration of Research

Fernández Castillo,

Linhardt,

Salas

2024

Behavioral Sciences

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Team coaching has been found to increase group effort, improve interpersonal processes, and increase team knowledge and learning. However, the team coaching literature is renowned for its inability to define team coaching itself—making it difficult to solidify its place in the world of team science. So far, there is no consensus on what specific training would serve internal leaders best, and how they would connect to the team coaching literature. We know leadership and team training are effective in improving organizational outcomes, but the gap in the literature lies in identifying what specific competencies internal team coaches need, and what training could fulfill these. In this piece, we seek to (1) identify what competencies internal team leaders need based on the outcomes we know team coaching yields, (2) identify specific behaviors that can fulfill these competencies, and (3) integrate the literature to form an evidence-based guide on what training to provide to internal team coaches. By doing so, we hope to provide a definitive understanding of what internal team coaches need to be successful.

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“…In this dynamic, non-routine and multifaceted context, supporting managers becomes crucial so that they can in turn build winning virtual teams and bind fragmented spaces (Costa et al, 2014;Piccoli and Blake, 2000). Equipping managers with coaching skillsets enhances their effectiveness and acts as a key resource for both managers and employees in this context (Dawber, 2019;Goodman, 2015;Graen et al, 2020). A holistic view of the "manager as coach" concept has been found in The Complete Handbook of Coaching (Ellinger et al, 2009), which discusses the evolution of coaching into natural, reciprocal conversations rather than formal, dutiful and usually unidirectional connections a few times a year.…”

Section: Theoretical Background and Hypotheses Development 21 Manager...mentioning

confidence: 99%

“…, 2014; Piccoli and Blake, 2000). Equipping managers with coaching skillsets enhances their effectiveness and acts as a key resource for both managers and employees in this context (Dawber, 2019; Goodman, 2015; Graen et al. , 2020).…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Creating resource passageways in cross-cultural virtual work teams: a longitudinal field study

Kaur

Prashar²,

Bhatnagar³

2023

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PurposeLens of conservation of resources (COR) theory has been used to study how organizations can create resource passageways for their employees via managers. This has been examined in cross-cultural virtual work teams distributed across time and space within the high-resource loss context of the COVID-19 pandemic.Design/methodology/approachLongitudinal field design was used in a transnational organization involving data collection at three times over eight months. At Time 1, qualitative methodology was used to propose a conceptual model. At Time 2 and Time 3, an online survey was used to collect data for 205 virtual work teams across 10 countries in the Asia–Pacific region pre and post “manager as coach” training respectively.FindingsUsing COR theory, the study highlights that “manager as coach” training is an effective resource for managers in the high resource depletion context of the pandemic. Access to timely support increases saliency for the resource-gain spiral and has a cross-over impact on virtual work team outcomes suggesting transferability of resources from managers to subordinates. Also, managers across all nationalities view coaching training as an equally valuable resource.Practical implicationsThe study provides evidence for investment in timely and relevant support for managers to positively and swiftly impact virtual work teams during high-resource loss contexts.Originality/valueThe study expands COR crossover theory across space and time dimensions using a longitudinal field research design.

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Team coaching can enhance psychological safety and drive organizational effectiveness

Cited by 10 publications

References 0 publications

Beyond communication: an update on transforming healthcare teams

Beyond communication: an update on transforming healthcare teams

How to Make an Internal Team Coach: An Integration of Research

Creating resource passageways in cross-cultural virtual work teams: a longitudinal field study

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