@article{Dixey,2015Research,
abstract = {Research indicates that the frequency and effectiveness of managerial coaching is failing to meet organisational demands. For companies to leverage the potential benefits a coaching based approach can offer, in terms of performance and employee engagement, it is critical to advance our understanding of managerial coaching such that any potential discrepancy is reduced. Using a phenomenological approach, this study explores how six sales managers experience their role of coach. The most significant discovery was that participants are actively coaching, just not necessarily in a way organisations are expecting or potentially measuring. Rather than follow a formalised process, participants prefer a conversational approach, with the activity conceivably going unnoticed. },
author = {Dixey, A.},
title = {Managerial coaching: A formal process or a daily conversation?},
journal = {International Journal of Evidence Based Coaching and Mentoring},
keywords = {leadership; managerial coaching; sales manager; conversational coaching; coaching style},
year = {2015},
language = {English},
volume = {Special Issue 9}
}