The Coaching Manager: Developing Top Talent in Business

Hunt, James M.; Weintraub, Joseph R.

doi:10.4135/9781071801345

Cited by 31 publications

(30 citation statements)

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“…In this regard, Ellinger et al (2005) have positively associated coaching with employee satisfaction and enhanced work-related performance. Additionally, Hunt and Weintraub (2002) affirm that coaching enables employees to improve and grow professionally which ameliorates their performance. Thus, this new HR practice is recognised as a successful approach to boost employee performance and to facilitate organisational changes and development.…”

Section: The Mechanisms Linking Coaching To Employee Performancementioning

confidence: 92%

The effect of coaching on employee performance in the human resource management field: the case of the Lebanese banking sector

Achi

Sleilati

2016

IJTGM

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Owing to the aggressive competition worldwide, companies are increasingly conscious of the HR prominence. Effective HR is furthermore perceived as a major source of competitive advantage leading companies to success. Thus, to improve organisational performance, HRM is investing in its human capital to develop their skills by implementing updated techniques, such as coaching. This paper explores the effect of coaching on employee performance in the Lebanese banking sector. It aims at filling the gap in the Lebanese market by examining coaching creative and motivational intervening mechanisms which lead to employee enhanced performance. A qualitative case study methodology within an exploratory framework is adopted in this research aiming at evaluating the effects of coaching on employee creativity and motivation, and consequently on employee performance. The results of this investigation will help managers and scholars to reveal coaching in the Lebanese banking sector, its effects, and its implications on employee performance.

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Section: The Mechanisms Linking Coaching To Employee Performancementioning

confidence: 92%

The effect of coaching on employee performance in the human resource management field: the case of the Lebanese banking sector

Achi

Sleilati

2016

IJTGM

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“…Until recently, managerial coaching was discussed only in the professional literature with little corresponding interest among researchers (e.g., Corcoran, Peterson, Baitch, & Barrett, ; Graham, Wedman, & Garvin‐Kester, ; Hunt & Weintraub, , ; London, ; Smither & Reilly, ). Coaching emerged as a subject of scholarly interest due to many contemporary changes in organizations, including transitions to flatter structures (Anand & Daft, ), learning cultures (Ellinger & Bostrom, ), supportive feedback environments (Dahling & O'Malley, ; Steelman, Levy, & Snell, ), and collaborative, follower‐centric styles of leadership (Lord & Brown, ; Yukl, ).…”

Section: Literature Reviewmentioning

confidence: 99%

Does Coaching Matter? A Multilevel Model Linking Managerial Coaching Skill and Frequency to Sales Goal Attainment

Dahling

Taylor

Chau

et al. 2015

Personnel Psychology

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Managerial coaching is a process of feedback provision, behavioral modeling, and goal setting with subordinates to improve their performance and address their personal challenges. Despite the popularity of coaching as a management practice, the impact of coaching on objective measures of performance remains unclear. To this end, we tested a multilevel model linking managerial coaching frequency and skill to the sales goal attainment of 1,246 sales representatives in 136 teams within a pharmaceuticals organization over a year. Managers' coaching skill, which was evaluated in the context of a training exercise, was directly related to the annual sales goal attainment of the sales representatives that they supervised. This effect was partially mediated by team-level role clarity, as predicted by feedback intervention theory and goal setting theory. In addition, coaching skill had a cross-level moderating effect on the relationship between coaching frequency and sales goal attainment; coaching frequency had a negative effect on goal attainment when coaching skill was low. We discuss the implications of this finding for coaching research and practice. Overall, our results demonstrate the clear theoretical and practical importance of effective managerial coaching by drawing on multisource and multilevel measurements with a predictive design.

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“…The current studies address this gap by examining the role of one coaching manager characteristic, feedback orientation in the coaching process. In particular, we draw on frameworks for the manager-as-coach process [11][12][13] and feedback processes within a general coaching framework [7,14] to examine the impact of manager feedback orientation on employees' perceptions of the coaching process including effective coaching behaviours, development of a quality coaching relationship, and facilitation of a favourable feedback environment. Employee motivation can work effectively only if it is based on adequate knowledge and understanding of motivation factors and their differentiation in relation to certain types of employees [15,16].…”

Section: Methodsmentioning

confidence: 99%

Developing coaching skills of managers in global context

2020

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Globalization leads to a more connected world with farreaching impact on production arrangements, international trade, foreign investment and economic growth. This paper deals with the application of coaching skills of managers in a global context, which influences the style of managerial leadership after completing their development courses. Managers use different styles of leadership, but they give people more space and self-realization than to manage them in a directive-based and order-based manner. These reasons support innovation and creative thinking of employees. The first section focuses on specific management styles, methods of employee education and development and survey of the literature. The case study in selected company deals with the survey, the subsequent evaluation of the exploratory results and the expression of proposals and recommendations. The results showed that the implementation of coaching positively affects not only the managerial style but also the whole company. For managers, interest in their people has grown and a new corporate culture has emerged in many companies. Responses of managers show that they are more likely to handle tense situations, smaller groups, seek solutions, and give employees more space. With the coaching approach, they are relieved of routine problems and have more trust in subordinates.

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The Coaching Manager: Developing Top Talent in Business

Cited by 31 publications

References 0 publications

The effect of coaching on employee performance in the human resource management field: the case of the Lebanese banking sector

The effect of coaching on employee performance in the human resource management field: the case of the Lebanese banking sector

Does Coaching Matter? A Multilevel Model Linking Managerial Coaching Skill and Frequency to Sales Goal Attainment

Developing coaching skills of managers in global context

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