A little leadership, please?

McGill, Michael E.; Slocum, John W.

doi:10.1016/s0090-2616(98)90013-4

Cited by 41 publications

(35 citation statements)

References 2 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Serving as a teacher, however, does not mean``the leader as authoritarian expert whose job it is to teach people the correct view of reality'' (Senge, 1990b, p. 11). It is more in line with the emerging view of managers and leaders as coaches (McGill and Slocum, 1998). According to Mink et al (1993), coaches help create enabling relationships that make it easier for people to learn.…”

Section: Review Of Literaturementioning

confidence: 69%

“…The literature has speculated that leaders and managers will assume roles as teachers (Cohen and Tichy, 1998;Senge, 1990aSenge, , 1990b, coaches (Bartlett and Ghoshal, 1997;Conger, 1993;Evered and Selman, 1989;Marsh, 1992;McGill and Slocum, 1998;Slater and Narver, 1995), educators (Antonioni, 1994), developers (Boydell and Leary, 1994;Hyman and Cunningham, 1998), facilitators (Weaver and Farrell, 1997), leaders of learning (Argyris, 1993) and strategic learning managers (Larsen, 1997).…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Managerial coaching behaviors in learning organizations

Ellinger

Bostrom

1999

Journal of Management Development

224

217

View full text Add to dashboard Cite

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Abstract Limited published research has examined the role of leaders and managers in building learning capability and learning organizations. It is speculated that leaders and managers will assume roles such as facilitators of learning, coaches, and teachers. However, these roles and the micro-behaviors manifested in them remain an area that has not been fully explored. This article reports specific findings from a qualitative critical incident study that was designed to investigate the multiple ways exemplary managers facilitate their employees' learning in organizations considered to be learning organizations. Thirteen behavior sets emerged from this research that help to define the role of facilitator of learning. Implications for management development are discussed and areas for future research are identified.The current issue and full text archive of this journal is available at

show abstract

Section: Review Of Literaturementioning

confidence: 69%

Section: Introductionmentioning

confidence: 99%

Managerial coaching behaviors in learning organizations

Ellinger

Bostrom

1999

Journal of Management Development

224

217

View full text Add to dashboard Cite

show abstract

“…Several scholars have articulated that facilitative leadership in these transformed organizations represents a departure from the established leadership and management models that incorporate a control orientation and place the leader or manager in a position of ultimate authority (Senge, 1990a(Senge, , 1990bSlater & Narver, 1994. McGill and Slocum (1998)…”

Section: Introductionmentioning

confidence: 99%

“…Numerous scholars have posited that managers and leaders should assume roles as coaches to build and sustain learning organizations (McGill & Slocum, 1998;Senge, 1990;Slater & Narver, 1994Watkins & Marsick, 1993, 1996a, 1996b. Unfortunately, coaching, training, and developing employees are often considered the province of human resource and training departments (Honey, 1995;Mindell, 1995).…”

Section: Introductionmentioning

confidence: 99%

Antecedents and Consequences of Coaching Behavior

Ellinger

2008

Performance Improvement Quarterly

View full text Add to dashboard Cite

Proponents of the learning organization acknowledge that leaders and managers must assume roles as coaches in organizations that aspire to become learning organizations. The concept of the manager as coach is becoming increasingly popular as a way to facilitate learning and improve employee performance. Yet, despite the research that has been done on coaching, studies generally focus on characteristics of good coaches, requisite coaching skills, and employees' perceptions of the improvement in managers' coaching skills following such training programs. This article describes some of the findings from a larger qualitative critical incident study. Specifically, the triggers for coaching and the outcomes of coaching interventions for the individual employee, manager, and organization are examined and reported here. This study identifies gaps and discrepancies, political, and developmental issues as the primary triggers for coaching. Additionally, this study suggests that managers' commitment to coaching has the potential to impact performance at the individual employee, manager, and organizational level.

show abstract

“…This has hampered efforts to understand the more deep-seated dynamics of leadership (Higgs, 2003;McGill and Slocum, 1998).…”

Section: Lack Of Generativity: An Italian Problem?mentioning

confidence: 99%

Generativity and balance in leadership

Ghislieri

Gatti

2012

Leadership

View full text Add to dashboard Cite

The ability to transform follocwers into new leaders is an important task for leadership, as it guarantees organizational continuity and generativity. At the same time, however, it is a challenge that too often goes unanswered. In particular, research data emphasize that intergenerational transfer is highly critical in Italy: the number of elderly entrepreneurs, executives and top managers, for example, has increased significantly in recent years. This article presents a theoretical reflection on this issue, and has four main goals: to introduce the Italian leadership situation; to describe and understand the 'dark side of leadership' with particular attention to narcissism in leadership; to identify the main elements which can promote 'generative leadership' in organizational contexts (i.e. in this paper, a leadership based on the idea of generativity developed by Erik Erikson in 1968), highlighting the ability to achieve balance in leadership as a core aspect; and to provide suggestions about leadership training and development programmes, with a special focus on mentoring and coaching.

show abstract

A little leadership, please?

Cited by 41 publications

References 2 publications

Managerial coaching behaviors in learning organizations

Managerial coaching behaviors in learning organizations

Antecedents and Consequences of Coaching Behavior

Generativity and balance in leadership

Contact Info

Product

Resources

About