Characteristics of managerial coaching

Gilley, Ann; Gilley, Jerry W.; Kouider, Elies

doi:10.1002/piq.20075

Cited by 64 publications

(77 citation statements)

References 25 publications

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“…Empirical studies on the efficacy of managerial coaching have investigated outcome variables such as employee learning [30], self-efficacy [31], motivation [32], commitment to quality [33], performance improvement [12,34], and job satisfaction [35]. These same studies also noted that managerial coaching is connected to many aspects of leadership.…”

Section: Managerial Coachingmentioning

confidence: 99%

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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: Managerial Coachingmentioning

confidence: 99%

“…The study points out the two items that are most different among culture types. Third, we inferred the effect of multidimensional managerial coaching behaviors (e.g., [24,26,32]). The two items were commonly related with indirect examples or questions.…”

Section: Methodsmentioning

confidence: 99%

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

Woo

2017

Sustainability

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“…Despite the popularity of managerial coaching in organizations and its well‐recognized value for performance management effectiveness (Ellinger, Bachrach, Wang, & Elmadag Bas, ), empirical research is still in its infancy and there is scant academic literature, with only few studies investigating the organizational outcomes (Ellinger, ; Gilley, Gilley, & Kouider, ). Managerial coaching has been associated with improved role clarity, job attitudes, and overall job performance (Hagen, ), but it has never been explored in relation to employees’ perceptions of performance appraisal and management.…”

Section: Organizational Politics and Leadershipmentioning

confidence: 99%

Reducing Organizational Politics in Performance Appraisal: The Role of Coaching Leaders for Age-Diverse Employees

Russo¹,

Miraglia

Боргогни

2016

Hum Resour Manage

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In this study, we examined whether a supervisor's coaching leadership style predicts the perception of organizational politics in performance appraisal (OPPA) reported by the collaborators. Additionally, we drew on social cognition and motivational lifespan development theories to hypothesize age-related differences in perceived OPPA and its link with the coaching leadership style. Using hierarchical linear modeling (HLM) on a sample of 576 employees and 112 leaders, we found that coaching leaders are perceived as less manipulative in their performance ratings, especially by older employees. This paper includes a discussion of the implications these results have for performance management of an agediverse workforce.

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“…Consequently, some scholars (Ellinger, Ellinger, & Keller, ; Graham, Wedman, & Garvin‐Kester, ) focus on managerial coaching in terms of coaching behaviors, whereas others (McLean et al, ; Park, McLean, & Yang, ) conceive it according to the skills and attitudes supervisors may possess. As Gilley, Gilley, and Kouider () argued, effective and competent supervisors possess a multidimensional set of skills that enable them to coach employees and boost performance. In line with this notion, the present study conceptualizes managerial coaching from a skills‐based perspective and focuses attention on managerial coaching skills (MCSs), referred to as a set of managerial skills that demonstrate effective coaching characteristics for the purpose of developing employees and improving performance (McLean et al, ; Park, McLean, & Yang, ).…”

Section: Introductionmentioning

confidence: 99%

Exploring factors influencing employees' impression management feedback‐seeking behavior: The role of managerial coaching skills and affective trust

Hsieh

Huang

2018

Human Resource Dev Quarterly

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This study investigates how employees' perceptions of supervisors' managerial coaching skills (MCSs) and affective trust in supervisors are related to their impression management feedback‐seeking behavior (IMFSB). Specifically, we propose a conditional indirect effect model that examines whether MCSs have an indirect effect on IMFSB via affective trust in supervisors, while also investigating how MCSs moderate this indirect effect. A convenience sample of 321 full‐time frontline employees across five service firms in Taiwan participated in the study. Using structural equation modeling analyses to test our hypotheses, we found that MCSs have a positive indirect effect on IMFSB via affective trust in supervisors. We also found that MCSs moderate the direct effect of affective trust in supervisors on IMFSB as well as the indirect effect of MCSs on IMFSB via affective trust in supervisors, such that these effects become stronger at the higher level of MCSs. Implications for managerial practices and suggestions for future research are discussed.

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Characteristics of managerial coaching

Cited by 64 publications

References 25 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

Reducing Organizational Politics in Performance Appraisal: The Role of Coaching Leaders for Age-Diverse Employees

Exploring factors influencing employees' impression management feedback‐seeking behavior: The role of managerial coaching skills and affective trust

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