Coaching and the art of management
R Evered, J Selman Organizational Dynamics 1989
Cites in Google Scholar:
739
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Below is the stream related to your search. In the left-hand column are the references in the Research Portal that are in your search item. In the right-hand column are the citations that have referenced your search item. You can continue following this stream by clicking the “View stream” button on one of the Reference or Citation entries.
References (2 in Portal)
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How coaching can enhance your brand as a manager
JM Hunt, J Weintraub Journal of Organizational Excellence 2002
Managers who coach their employees become known as good managers to work for, developers of talent, and achievers of business results. They also become better leaders in the process. The average manager, however, doesn't coach, believing it would take too much time or be a waste of effort. Such barriers, however, are more psychological th...
Cites in Google Scholar:
94
83 KB
Managerial coaching: A formal process or a daily conversation?
A Dixey International Journal of Evidence Based Coaching and Mentori... 2015
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...
Cites in Google Scholar:
43
Citations (4 in Portal)
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768 KB
Managerial coaching – A literature review
P Lawrence International Journal of Evidence Based Coaching and Mentori... 2017
The term managerial coaching is often used to describe the leader’s role in developing people, but views differ as to the optimal process by which this is achieved. Although managerial coaching is often regarded as a ‘cut down’ or simplified version of external coaching, it is suggested here that the role of the managerial coach is, in ma...
Cites in Google Scholar:
109
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Is it possible for managers to coach effectively in a hostile culture?
S Smith International Journal of Evidence Based Coaching and Mentori... 2018
This paper proposes that it is possible for a manager to effectively coach their team, regardless of the culture that they are operating within. The piece of qualitative research uses Interpretative Phenomenological Analysis to provide insight into how a group of managers make sense of their experience of managerial coaching (Smith, Flowe...
Cites in Google Scholar:
9
An exploration of managers and leaders using coaching skills
J DiGirolamo, J Tkach Consulting Psychology Journal: Practice and Research. Advanc... 2019
The use of coaching skills by managers and leaders, often termed managerial coaching, has become popular in recent years. Despite this trend, a scarcity of research exists on the topic. Researchers continue to debate how best to conceptualize, define, and measure the use of coaching skills by managers and leaders, how effective it is, and...
Cites in Google Scholar:
107
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Coaching to enhance learning and reinforce commitment
P Lyons, R Bandura International Journal of Evidence Based Coaching and Mentori... 2021
The focus of the research was to search for and identify theory and practical constructs to guide the creation of a model for manager-as-coach to assist employees and the manager to improve knowledge and competence. At the same time the proposed model is aimed at stimulating a commitment relationship between manager and employee. Contr...
Cites in Google Scholar:
10