Behavioural indicators of ineffective managerial coaching: a cross-national study

Andrea D. Ellinger, Robert G. Hamlin, Rona Beattie

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    49 Citations (Scopus)


    The concept of managers assuming developmental roles such as coaches and learning facilitators has received considerable attention in recent years. Yet, despite the growing body of expert opinion that suggests that coaching is an essential core activity of everyday management and leadership, the literature base remains largely atheoretical and devoid of empirical research. While there is some consensus about what effective coaching looks like, little if any empirical research has examined ineffective coaching behaviours. The purpose of this paper is to compare the empirical findings from three separately conducted studies to derive a comprehensive understanding of the ineffective behaviours associated with managerial coaching.
    Original languageEnglish
    Pages (from-to)240-257
    Number of pages18
    JournalJournal of European Industrial Training
    Issue number4
    Publication statusPublished - 2008


    • behaviour
    • coaching
    • learning facilitators


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    • Coaching in the HRD Context

      Ellinger, A. D., Beattie, R. S. & Hamlin, R. G., 2016, The SAGE Handbook of Coaching. Bachkirova, T., Spence, G. & Drake, D. (eds.). London: SAGE Publications, 35 p.

      Research output: Chapter in Book/Report/Conference proceedingChapter (peer-reviewed)peer-review

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