Hermeneutics for Coaching

Schmidt-Lellek, Christoph

doi:10.1007/978-3-658-16805-6_10

Cited by 3 publications

(4 citation statements)

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“…In the findings, some of the MACs describe how they dictate, and some did not feel that there is a difference between coaching and managing. Although this might undermine the rationale of choosing them as interviewees, it is an interesting finding because it reflects the managers' dilemmas and the dispute over the definition of MAC, as these managers do fit the extended definition of Schmidt‐Lellek (2012). It is recommended for future research to establish a solid definition of MAC and criteria for interviewee selection.…”

Section: Discussionmentioning

confidence: 99%

“…This debate rests, to some extent, on the different perspectives as to what is a "coach". Schmidt-Lellek (2012) presented two definitions for a coach. According to the broad definition, everyone with motivation and non-binding common-sense standards can be a coach.…”

Section: Managers As Coaches (Mac) Success Indicators and Feelings To...mentioning

confidence: 99%

“…Schmidt‐Lellek (2012) presented two definitions for a coach. According to the broad definition, everyone with motivation and non‐binding common‐sense standards can be a coach.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…In the narrow definition, a coach must possess standards for ethics, qualifications, dialogical attitudes, application of concepts and methods, quality assurance, theoretical and methodological plurality, multi‐perspectivity in concepts and in their application, and a relevant spectrum of competencies and experience. Hence, Schmidt‐Lellek (2012) implies that the broad, first definition—the one that describes MAC practice—undermines coaching professionalism. Other scholars also oppose referring to a supervisor‐subordinate relationship as “coaching” (Bozer & Jones, 2018).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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The practice of manager as coach (MAC): Unequal power relations and their effect on feelings toward the organization

Ben‐Hador

2023

Human Resource Dev Quarterly

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Manager as Coach (MAC) is a concept that relates to managers who actively coach their subordinates to improve their skills, competence, and performance. The MAC practice is a popular tool for managers in organizations; however, there is a debate about the benefits gained from coaching by MACs and a theoretical gap regarding the effectiveness of this process. The purpose of this study is to examine the different perceptions of managers who coach their subordinates and subordinates coached by their managers of the coaching process and to estimate the perceived success of this process. In‐depth interviews were conducted with 13 MACs and 9 coachees from various organizations in Israel. Qualitative content analysis was used to analyze and interpret the data. Basic analysis indicates that the perceptions of the MACs toward the coaching process were positive, whereas the coachees held mixed perceptions. The different perceptions point to the unequal power relations between the MACs and the coachees. In the interpretive analysis, it was found that the perceptions toward the MAC process affect coachee feelings toward the organization but not the coach's feelings. Relying on Leader‐Member Exchange (LMX) theory, the MAC process will be successful only if managers significantly reduce power distances. Therefore, organizations must offer their MACs significant coaching training to decrease the negative consequences of the MAC practice and to diminish the power distance between MAC and coachee.

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Section: Discussionmentioning

confidence: 99%

Section: Managers As Coaches (Mac) Success Indicators and Feelings To...mentioning

confidence: 99%

“…Schmidt‐Lellek (2012) presented two definitions for a coach. According to the broad definition, everyone with motivation and non‐binding common‐sense standards can be a coach.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

See 2 more Smart Citations