Managerial coaching: A formal process or a daily conversation?
Research indicates that the frequency and effectiveness of managerial coaching is failing to meet organisational demands. For companies to leverage the potential benefits a coaching based approach can offer, in terms of performance and employee engagement, it is critical to advance our understanding...
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| Format: | Article |
| Language: | English |
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Oxford Brookes University
2015-06-01
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| Series: | International Journal of Evidence Based Coaching and Mentoring |
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| Online Access: | https://radar.brookes.ac.uk/radar/file/31e99cca-ce4b-48c0-9b12-8920b34fdda3/1/special09-paper-06.pdf |
| Summary: | Research indicates that the frequency and effectiveness of managerial coaching is failing to meet organisational demands. For companies to leverage the potential benefits a coaching based approach can offer, in terms of performance and employee engagement, it is critical to advance our understanding of managerial coaching such that any potential discrepancy is reduced. Using a phenomenological approach, this study explores how six sales managers experience their role of coach. The most significant discovery was that participants are actively coaching, just not necessarily in a way organisations are expecting or potentially measuring. Rather than follow a formalised process, participants prefer a conversational approach, with the activity conceivably going unnoticed. |
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| ISSN: | XXXX-XXXX 1741-8305 |