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

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

    Research output: Contribution to journalArticle

    Abstract

    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 Coaching
    Volume32
    Issue number4
    DOIs
    Publication statusPublished - 2008

    Keywords

    • behaviour
    • coaching
    • learning facilitators

    Fingerprint Dive into the research topics of 'Behavioural indicators of ineffective managerial coaching: a cross-national study'. Together they form a unique fingerprint.

  • Cite this

    Ellinger, A. D., Hamlin, R. G., & Beattie, R. (2008). Behavioural indicators of ineffective managerial coaching: a cross-national study. Journal of European Industrial Coaching, 32(4), 240-257. https://doi.org/10.1108/03090590810871360