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Performance management coaching: servant leadership and gender implications

Performance management coaching: servant leadership and gender implications Purpose – The purpose of this paper is to consider theoretically the relationships between performance management, a servant leadership style and leader gender, drawing from Hackman and Wageman's theory of team coaching to suggest a servant leadership style being optimally suited to support the different leadership roles enacted at different stages of the performance management cycle. While recent research suggests that female managers may be more likely to enact a servant leadership style, team and process‐level considerations have yet to be addressed. This paper aims to theoretically address this topic. Design/methodology/approach – This paper is conceptual based on theory with literature review. Findings – Because the theory of team coaching suggests differential leader task delivery at various points in the coaching process, servant leadership's individually‐centred approach is suited to team coaching, particularly in the execution of performance management coaching. Practical implications – Since research suggests that women are more likely to employ a servant leadership style, this paper explores whether gender plays a role in team coaching. Originality/value – This study makes a novel contribution by considering the influence of a servant leadership style at the leadership process and team levels. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

Performance management coaching: servant leadership and gender implications

Angus J. Duff
Leadership & Organization Development Journal , Volume 34 (3): 18 – May 3, 2013
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18 pages

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Publisher
Emerald Publishing
Copyright
Copyright © 2013 Emerald Group Publishing Limited. All rights reserved.
ISSN
0143-7739
DOI
10.1108/01437731311326657
Publisher site
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Abstract

Purpose – The purpose of this paper is to consider theoretically the relationships between performance management, a servant leadership style and leader gender, drawing from Hackman and Wageman's theory of team coaching to suggest a servant leadership style being optimally suited to support the different leadership roles enacted at different stages of the performance management cycle. While recent research suggests that female managers may be more likely to enact a servant leadership style, team and process‐level considerations have yet to be addressed. This paper aims to theoretically address this topic. Design/methodology/approach – This paper is conceptual based on theory with literature review. Findings – Because the theory of team coaching suggests differential leader task delivery at various points in the coaching process, servant leadership's individually‐centred approach is suited to team coaching, particularly in the execution of performance management coaching. Practical implications – Since research suggests that women are more likely to employ a servant leadership style, this paper explores whether gender plays a role in team coaching. Originality/value – This study makes a novel contribution by considering the influence of a servant leadership style at the leadership process and team levels.

Journal

Leadership & Organization Development Journal – Emerald Publishing

Published: May 3, 2013

Keywords: Team coaching; Performance management; Servant leadership; Gender; Team learning

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