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A Trojan Horse? The implications of managerial coaching for leadership theory

A Trojan Horse? The implications of managerial coaching for leadership theory This article examines the behaviours associated with managerial coaching and assesses the implications for leadership theory. Survey data from 521 line managers are analysed to: (i) identify the behaviours associated with managerial coaching, (ii) examine factors that affect the propensity of managers to undertake coaching and (iii) discuss the implications of the manager as coach role for leadership theory and practice. First, the analysis indicates that workplace coaching is distinct from specialized coaching practices. Second, demographic characteristics of individual managers, such as their age, experience or level of management qualification are unlikely to affect their propensity to undertake managerial coaching. However, leader-team member relationships (leader-member exchange) and occupational self-efficacy (OSE) are predictive of managerial coaching behaviours. Third, managerial coaching challenges traditional leader-centric models of leadership and requires an acknowledgement of reciprocity, collaborative ‘meaning-making’ and a diminished ‘distance’ between leaders and team members. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Resource Development International Taylor & Francis

A Trojan Horse? The implications of managerial coaching for leadership theory

Human Resource Development International , Volume 16 (3): 16 – Jul 1, 2013
16 pages

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References (84)

Publisher
Taylor & Francis
Copyright
Copyright Taylor & Francis Group, LLC
ISSN
1469-8374
eISSN
1367-8868
DOI
10.1080/13678868.2013.771868
Publisher site
See Article on Publisher Site

Abstract

This article examines the behaviours associated with managerial coaching and assesses the implications for leadership theory. Survey data from 521 line managers are analysed to: (i) identify the behaviours associated with managerial coaching, (ii) examine factors that affect the propensity of managers to undertake coaching and (iii) discuss the implications of the manager as coach role for leadership theory and practice. First, the analysis indicates that workplace coaching is distinct from specialized coaching practices. Second, demographic characteristics of individual managers, such as their age, experience or level of management qualification are unlikely to affect their propensity to undertake managerial coaching. However, leader-team member relationships (leader-member exchange) and occupational self-efficacy (OSE) are predictive of managerial coaching behaviours. Third, managerial coaching challenges traditional leader-centric models of leadership and requires an acknowledgement of reciprocity, collaborative ‘meaning-making’ and a diminished ‘distance’ between leaders and team members.

Journal

Human Resource Development InternationalTaylor & Francis

Published: Jul 1, 2013

Keywords: leadership theory; managerial coaching; leader-member exchange; occupational self-efficacy

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