A Manager Coaching Group Model

Scamardo, Monica; Harnden, Susan C.

doi:10.1300/j490v22n02_09

Cited by 6 publications

(2 citation statements)

References 2 publications

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“…Britton (2010), Brown and Grant (2010), and Tolhurst (2010) suggested that building trust and support within coaching is important, and the aforementioned factors may be helpful in elaborating how change depends on relationships among the participants at the cognitive, behavioral, and emotional levels (Fletcher, 2012). Scamardo and Harnden (2007) found that five of the 11 therapeutic factors (installation of hope, universality, imparting information, altruism, and imitate behavior) supported the development of interpersonal skills or relational skills. The current study adds two factors to Scamardo and Harnden's findings: interpersonal learning and group cohesiveness.…”

Section: Therapeutic Factors As a Framework For Understanding Group Cmentioning

confidence: 99%

Group Coaching that Promotes Self-Efficacy and Role Clarity among School Leaders

Brandmo

Aas²,

Colbjørnsen

et al. 2019

Scandinavian Journal of Educational Research

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Group coaching is emerging as an approach with a strong potential for developing leadership competencies. However, there is little research on its use in the professional training of school leaders. In this study, we investigate the outcome of and the processes involved in group coaching using data from reflection papers and evaluations. The results suggest that group coaching fosters self-efficacy and promotes a clearer understanding of the school leaders' role. Moreover, the study suggests that theory from the field of psychotherapy can be a useful analytical tool for studying the processes that go on within group coaching.

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Section: Therapeutic Factors As a Framework For Understanding Group Cmentioning

confidence: 99%

Group Coaching that Promotes Self-Efficacy and Role Clarity among School Leaders

Brandmo

Aas²,

Colbjørnsen

et al. 2019

Scandinavian Journal of Educational Research

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“…Such strategies may include providing work‐based learning opportunities and support, such as managers themselves being coached, mentored or having coaching supervision (Stewart and Palmer, 2009). Scamardo and Harnden (2008) state that the benefits of such support groups for managerial coaches are more than sharing of ideas and approaches, they also help managers feel more confident, less isolated, pride in helping others and provide role models and networks. As our understanding of coaching is still evolving, few companies yet have approaches in place to prevent line managers slipping back into their old non‐coaching behaviours or provide supervision for internal coaches (Clutterbuck, 2009).…”

Section: Implications For Training Coaching Managersmentioning

confidence: 99%

Managerial coaching: challenges, opportunities and training

McCarthy

Milner

2013

Journal of Mgmt Development

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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.

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The Glass Is Filling: An Examination of Employee Assistance Program Evaluations in the First Decade of the New Millennium

Csiernik

2011

Journal of Workplace Behavioral Health

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A Manager Coaching Group Model

Cited by 6 publications

References 2 publications

Group Coaching that Promotes Self-Efficacy and Role Clarity among School Leaders

Group Coaching that Promotes Self-Efficacy and Role Clarity among School Leaders

Managerial coaching: challenges, opportunities and training

The Glass Is Filling: An Examination of Employee Assistance Program Evaluations in the First Decade of the New Millennium

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