Coaching in computer-mediated communication at workplace

Abstract

Coaching is commonly defined as a developmental practice which requires the coach to provide an informal, ongoing form of goal-focused development aimed at improving and enhancing a person's performance. However, most of the previous human resource development studies examined coaching in face-to-face communication (FtFC), but fewer studies have looked at coaching in computer-mediated communication (CMC). This paper will focus on this untested concern which is how leaders appropriate the CMC to effectively coach their followers and thus regulate behavior and improve performance. More specifically, I examined the impacts of the leaders' coaching behaviors on their choice of media of coaching, thus influencing follower's work-related performances. Theoretical and managerial implications were discussed.

Systematic Literature Review on the Effectiveness of E-Coaching in Higher Education

“…Barbian (2002) suggests that "Trainers who are eager to remain important in the liaised world must connect the physical workspace with the virtual environment". Certainly, the trend of e-coaching is growing (Hui, 2015). Grant and Zackon (2004)'s research discovered that almost 64% of the study participants reported they used electronic methods of training at some point in time (Bucur, 2018).…”

“…E-coaching provides mechanisms for immediate and time-deferred connections, communications, and considerations (Bucur, 2018;Chang, 2009;Hubbard, 2015;Hui, 2015;Olszewski-Kubilius, 2013;Stein & Wanstreet, 2020). E-coaching can be used solely or as part of a hybrid learning project (Hamilton & Scandura, 2003;Headlam-Wells, Gosland, & Craig, 2006;Pulley, 2007).…”

“…E-coaching can be used solely or as part of a hybrid learning project (Hamilton & Scandura, 2003;Headlam-Wells, Gosland, & Craig, 2006;Pulley, 2007). For instance, in a leadership development project executed in 2007 at Xerox, the participants began with a web-based seminar (a.k.a webinar) (Bucur, 2018;Chang, 2009;Hubbard, 2015;Hui, 2015;Olszewski-Kubilius, 2013;Stein & Wanstreet, 2020). It was followed by a 3-day person-to-person communication program entailing a two-hour one-on-one session delivered by a managerial trainer, culminating in the production of a development action plan.…”

“…According to Hernez-Broome, Boyce, and Whyman (2007), e-coaching is a bi-directional communiqué carried out between the trainer and trainee empowered through technology, specifically cyber-mediated communications (CMC). Examples include email correspondence, virtual chats and negotiated discussions (Hui, 2015). Many authors define e-coaching and mentoring as training for which key communication is online, so that the base of mentor-protégé association depends on a more diverse kind of communication than that in customary mentoring (Boyce & Hernez-Broome, 2010;Geissler, Hasenbein, Kanatouri, & Wegener, 2014;Grant & Zackon, 2004;Hamilton & Scandura, 2003;Headlam-Wells et al, 2006;Hernez-Broome, 2002;Hernez-Broome et al, 2007;Kamphorst, 2017;Petsani et al, 2019;Pulley, 2007;Ribbers & Waringa, 2015).…”

“…A few training activities might be not sufficient or challenging when being undertaken from a distance, regardless of technological efficiency. Some knowledge may demand implied background information, gesticulatory hints, or managing physical action (Aktan et al, 2020;Bruck et al, 2021;Bucur, 2018;Hubbard, 2015;Hui, 2015;Hui et al, 2021;Müller & Mildenberger, 2021). Other interactions may be enhanced by a smile or even a sympathetic touch on the shoulder.…”