The manager as coach

Andrea Ellinger*, Rona Beattie, Robert Hamlin

*Corresponding author for this work

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

Abstract

This 3rd edition demonstrates the current topicality and popularity of coaching, of all kinds, in theory and practice. This chapter involved a considerable rewrite of previous versions reflecting the developing knowledge base of managerial coaching. The editors and chapter authors are all recognized as respectively as leaders in the fields of coaching, and managerial coaching. The authors look at the particular issues facing the manager who also acts as coach. They identify the need to clarify beliefs about managerial roles and capabilities and about learning processes and learners. In addition, the manager needs to have an awareness of where the opportunities for coaching lie in their everyday managerial work and also what constitute effective and ineffective coaching behaviours in this context. The authors draw on their own considerable research in this area to pull together the issues.
Original languageEnglish
Title of host publicationThe Complete Handbook of Coaching
EditorsCox Elaine, Tatiana Bachkirova, David A. Clutterbuck
Place of PublicationLondon
PublisherSAGE Publications
Chapter18
Pages262-278
Number of pages17
Edition3rd
ISBN (Print)9781473973053
Publication statusPublished - 28 Aug 2018

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Keywords

  • coaching
  • line managers
  • managerial coaching
  • learning processes

Cite this

Ellinger, A., Beattie, R., & Hamlin, R. (2018). The manager as coach. In C. Elaine, T. Bachkirova, & D. A. Clutterbuck (Eds.), The Complete Handbook of Coaching (3rd ed., pp. 262-278). SAGE Publications.