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.
|Number of pages||18|
|Journal||Journal of European Industrial Coaching|
|Publication status||Published - 2008|
- learning facilitators
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