Managerial coaching: a review of the empirical literature and development of a model to guide future practice

Rona S. Beattie*, Sewon Kim, Marcia S. Hagen, Toby M. Egan, Andrea D. Ellinger, Robert G. Hamlin

*Corresponding author for this work

    Research output: Contribution to journalArticle

    Abstract

    The Problem:
    While managerial coaching becomes increasingly popular in both scholarly and practical circles, the line managers who need to execute this coaching may be neither capable nor interested in the coaching process. Furthermore, while the research on coaching seems promising, little is known about how to test the individual and environmental appropriateness of a coaching intervention.

    The Solution:
    This review will inform and support evidence-based human resource development (HRD) professionals tasked with developing managers’ coaching capability. It is designed to help line managers who wish to enhance their managerial coaching practice.

    The Stakeholders:
    This literature review and model will benefit organizations, HRD professionals, and line managers to determine whether coaching is an appropriate learning intervention for their context and at that particular time. Furthermore, if it is deemed appropriate, this review and resulting framework may aid in determining how practitioners should approach coaching within their organizational setting.
    Original languageEnglish
    Pages (from-to)184-201
    Number of pages18
    JournalAdvances in Developing Human Resources
    Volume16
    Issue number2
    Early online date28 Jan 2014
    DOIs
    Publication statusPublished - 1 May 2014

    Keywords

    • managerial coaching
    • coaching modes
    • integrated coaching model

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