Swipe om te navigeren naar een ander artikel
Managerial coaching is currently seen as an effective leadership practice facilitating learning process of the employees for performing better and being more effective in organizations. This article builds on recent research on the importance of the managerial coaching by empirically investigating the effects of a cognitive-behavioral coaching programme over mid-level managers. Due to the similarities between managerial coaching behaviors and transformational leadership behaviors, we have adopted the transformational leadership model as theoretical framework for evaluating management behaviors. The study used a pre-posttest approach to test the effects of the coaching program especially designed for 23 mid-level managers having as responsibility the supervision of production teams in a multinational organization. The major aims of the program consisted of: developing managerial coaching skills, assertive communication skills, motivation of subordinates. Overall, the analysis of results elicited an increase of scores in the leadership behavior dimensions measured by multifactor leadership questionnaire that are part of the managerial coaching skills. Besides, the effectiveness perceived as an indicator of performance was significantly higher upon completion of the coaching program. Findings suggest that coaching, as a professional development method, has great potential to contribute to the managerial behaviors that facilitate development at subordinate level, as they are captured by some transformational and transactional scales. Such knowledge can be informative for practitioners as well in developing effective managers and leaders and understanding and managing employee attitudes and behaviors in organizations.
Log in om toegang te krijgen
Met onderstaand(e) abonnement(en) heeft u direct toegang:
Agarwal, R., Angst, C. M., & Magni, M. (2009). The performance impacts of coaching: A multilevel analysis using hierarchical linear modeling. International Journal of Human Resource Management, 20(10), 2110–2134. CrossRef
Antonioni, D. (2000). Leading, managing and coaching. Industrial Management, 42, 27–33.
Arnold, J. A., Arad, S., Rhoades, J. A., & Drasgow, F. (2000). The empowering leadership questionnaire: The construction and validation of a new scale for measuring leader behaviors. Journal of Organizational Behavior, 21, 249–269. CrossRef
Avolio, B. J., & Bass, B. M. (2002). Manual for the Multifactor Leadership Questionnaire (Form 5X). Redwood City, CA: Mindgarden.
Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire. Menlo Park, CA: Mind Garden, Inc.
Avolio, B. J., Bass, B. M., & Jung, D. I. (1999). Re-examining the components of transformational and transactional leadership using the Multifactor Leadership Questionnaire. Journal of Occupational and Organizational Psychology, 72, 441–462. CrossRef
Bass, B. M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8, 9–32. CrossRef
Bass, B. M., & Avolio, B. J. (2000). MLQ Multifactor Leadership Questionnaire. Redwood City, CA: Mind Garden.
Bass, B. M., & Riggio, R. E. (2006). Transformational leadership. Mahwah, NJ: Lawrence Erlbaum.
Bass, B. M., & Stogdill, R. M. (1990). Bass Stogdill’s handbook of leadership: Theory, research, and managerial applications (3rd ed.). New York: Free Press.
Beattie, R. (2006). Line managers and workplace learning: Learning from the voluntary sector. Human Resource Development International, 9(1), 99–119. CrossRef
Bianco-Mathis, V. E., Nabors, L. K., & Roman, C. H. (2002). Leading from the inside out: A coaching model. Thousand Oaks, CA: Sage.
Blattner, J. (2005). Coaching: The successful adventure of a downwardly mobile executive. Consulting Psychology Journal: Practice and Research, 57(1), 3–13. CrossRef
Bono, J. E., & Judge, T. A. (2003). Personality and transformational and transactional leadership: A meta-analysis. Journal of Applied Psychology, 89(5), 901–910. CrossRef
Borman, W. C., & Motowidlo, S. J. (1993). Expanding the criterion domain to include elements of contextual performance. In N. Schmitt & W. C. Borman (Eds.), Personnel selection in organizations (pp. 71–98). San Francisco, CA: Jossey Bass.
Bowles, S. V., Cunningham, C. J. L., De La Rosa, G. M., & Picano, J. J. (2007). Coaching leaders in middle and executive management: Goals, performance, buy-in. Leadership and Organization Development Journal, 28(5), 388–408. CrossRef
Boyce, L. A., & Hernez-Broome, G. (2011). Advancing executive coaching. Setting the course of successful leadership coaching. San Francisco, CA: Jossey-Bass.
Burke, D., & Linley, P. A. (2007). Enhancing goal self-concordance through coaching. International Coaching Psychology Review, 2(1), 62–69.
Cerni, T., Curtis, G. J., & Colmar, S. H. (2010). Increasing transformational leadership by developing leaders’ information-processing systems. Journal of Leadership Studies, 4(3), 51–65. CrossRef
Charan, R., Drotter, S., & Noel, J. (2001). The leadership pipeline. San Francisco, CA: Jossey-Bass.
Dagley, G. (2006). Human resources professionals’ perceptions of executive coaching: Efficacy, benefits and return on investment. International Coaching Psychology Review, 1(2), 34–45.
David, A. O., & Matu, A. S. (2013). How to tell if managers are good coaches and how to help them improve during adversity? The managerial coaching assessment system and the rational managerial coaching program. Journal of Cognitive and Behavioral Psychotherapies, 13(2a), 259–274.
De Meuse, K. P., Dai, G., & Lee, R. J. (2009). Evaluating the effectiveness of executive coaching: Beyond ROI? Coaching: An International Journal of Theory, Research and Practice, 2, 117–134.
Den Hartog, D. N., Van Muijen, J. J., & Koopman, P. (1997). Transactional versus transformational leadership: An analysis of the MLQ. Journal of Occupational and Organizational Psychology, 70, 19–34. CrossRef
Diedrich, R. C. (1996). An interactive approach to executive coaching. Consulting Psychology Journal: Practice and Research, 48(2), 61–66. CrossRef
Dumdum, U. R., Lowe, K. B., & Avolio, B. J. (2002). A meta-analysis of transformational and transactional leadership correlates of effectiveness and satisfaction: An update and extension. In B. J. Avolio & F. J. Yammarino (Eds.), Transformational and charismatic leadership: The road ahead (pp. 35–66). Amsterdam: JAI.
Dunphy, D., Turner, D., & Crawford, M. (1997). Organisational learning as the creation of corporate competencies. Journal of Management Development, 16(4), 232–244. CrossRef
Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2002). Impact of transformational leadership on follower development and performance: A field experiment. Academy of Management Journal, 45(4), 735–745. CrossRef
Ellinger, A. D., & Bostrom, R. P. (1999). Managerial coaching behaviours in learning organizations. The Journal of Management Development, 18(9), 752–771. CrossRef
Ellinger, A. D., & Kim, S. (2014). Coaching and human resource development examining relevant theories, coaching genres, and scales to advance research and practice. Advances in Developing Human Resources, 16, 127–138. CrossRef
Ellinger, A. D., Ellinger, A. E., & Keller, S. B. (2003). Supervisory coaching behavior, employee satisfaction and warehouse employee performance: A dyadic perspective in the distribution industry. Human Resource Development Quarterly, 14(4), 435–458. CrossRef
Ellinger, A. D., Hamlin, R. G., & Beattie, R. S. (2008). The emergent ‘coaching industry’: A wake-up call for HRD professionals. Human Resource Development International, 11, 287–305. CrossRef
Elliot, R. (2011). Utilising evidence-based leadership theories in coaching for leadership development: Towards a comprehensive integrating conceptual framework. International Coaching Psychology Review, 6(1), 46–70.
Elmadağ, A. B., Ellinger, A. E., & Franke, G. R. (2008). Antecedents and consequences of frontline service employee commitment to service quality. Journal of Marketing Theory and Practice, 16(2), 95–110. CrossRef
Ely, K., Boyce, L. A., Nelson, J. K., Zaccaro, S. J., Hernez-Broome, G., & Whyman, W. (2010). Evaluating leadership coaching: A review and integrated framework. The Leadership Quarterly, 21(4), 585–599. CrossRef
Evered, R. D., & Selman, J. C. (1989). Coaching and the art of management. Organizational Dynamics, 18(2), 16–32. CrossRef
Evers, W. J., Brouwers, A., & Tomic, W. (2006). A quasi-experimental study on management coaching effectiveness. Consulting Psychology Journal: Practice and Research, 58(3), 174–182. CrossRef
Feldman, D. C., & Lankau, M. J. (2005). Executive coaching: A review and agenda for future research. Journal of Management, 31(6), 829–848. CrossRef
Gooty, J., Gavin, M., Johnson, P., Frazier, M. L., & Snow, D. B. (2009). In the eyes of the beholder: Transformational leadership, positive psychological capital, and performance. Journal of Leadership and Organizational Studies, 15(4), 353–367. CrossRef
Grant, A. M., & Cavanagh, M. J. (2004). Towards a profession of coaching: Sixty five years of progress and challenges for the future. International Journal of Evidence Based Coaching and Mentoring, 2(1), 1–16.
Grant, A. M., Curtayne, L., & Burton, G. (2009). Executive coaching enhances goal attainment, resilience and workplace well-being: A randomised controlled study. Journal of Positive Psychology, 4(5), 396–407. CrossRef
Gyllensten, K., & Palmer, S. (2005). Can coaching reduce work-place stress? The Coaching Psychologist, 1, 15–17.
Hagen, M. S. (2012). Managerial coaching: A review of the literature. Performance Improvement Quarterly, 24(4), 17–39. CrossRef
Hall, D. T., Otazo, K. L., & Hollenbeck, G. P. (1999). Behind closed doors: What really happens in executive coaching. Organizational Dynamics, 27, 39–53. CrossRef
Hamlin, R. G., Ellinger, A. D., & Beattie, R. S. (2006). Coaching at the heart of managerial effectiveness: A cross-cultural study of managerial behaviors. Human Resource Development International, 9, 305–331. CrossRef
Hernez-Broome, G., & Boyce, L. A. (Eds.). (2011). Advancing executive coaching: Setting the course for successful leadership coaching. San Francisco, CA: Wiley.
Heslin, P. A., & Latham, G. P. (2004). The effect of upward feedback on managerial behavior. Applied Psychology: An International Review, 53, 23–37. CrossRef
Heslin, P. A., VandeWalle, D., & Latham, G. P. (2006). Keen to help? Managers’ implicit person theories and their subsequent employee coaching. Personnel Psychology, 59, 871–902. CrossRef
Howell, J. M., & Hall-Merenda, K. (1999). The ties that bind: The impact of leader-member exchange, transformational and transactional leadership, and distance on predicting follower performance. Journal of Applied Psychology, 84, 680–694. CrossRef
Humphrey, B., & Stokes, J. (2000). The 21st century supervisor: Nine essential skills for frontline leaders. San Francisco, CA: Jossey-Bass/Pfeiffer.
Hunt, J., & Weintraub, J. (2002). The coaching manager, developing top talent in business. Newbury Park, CA: Sage.
Hunter, J. E., & Schmidt, F. L. (1990). Methods of meta-analysis: Correcting error and bias in research findings. Newbury Park, CA: Sage.
Iliescu, D., Beldean, F., & Sîntion, F. (2007). MLQ—Multifactor Leadership Questionnaire: Technical and interpretative manual. Cluj-Napoca: Sinapsis.
Joo, B. (2005). A conceptual framework from an integrative review of practice and research. Human Resource Development Review, 4(4), 462–488. CrossRef
Kampa-Kokesch, S., & Anderson, M. Z. (2001). Executive coaching: A comprehensive review of the literature. Consulting Psychology Journal: Practice and Research, 53(4), 205–228. CrossRef
Kim, S., Egan, T. M., Kim, W., & Kim, J. (2013). The impact of managerial coaching behavior on employee work-related reactions. Journal of Business Psychology, 28, 315–330. CrossRef
Laske, O. (2004). Can evidence based coaching increase ROI? International Journal of Evidence Based Coaching and Mentoring, 2(2), 41–53.
Latham, G. P., & Frayne, C. A. (1989). Self-management training for increasing job attendance: A follow-up and a replication. Journal of Applied Psychology, 74(3), 411–416. CrossRef
Latham, G. P., Almost, J., Mann, S., & Moore, C. (2005). New developments in performance management. Organizational Dynamics, 34(1), 77–87. CrossRef
Levenson, A. (2009). Measuring and maximizing the business impact of executive coaching. Consulting Psychology Journal: Practice and Research, 61(2), 103–121. CrossRef
Libri, E., & Kemp, T. J. (2006). Assessing a cognitive behavioural executive coaching program. International Coaching Psychology Review, 1(2), 9–20.
Little, R. J. A. (1988). A test of missing completely at random for multivariate data with missing values. Journal of the American Statistical Association, 83, 1198–1202. CrossRef
Liu, X., & Batt, R. (2010). How supervisors influence performance: A multilevel study of coaching and group management in technology mediated services. Personnel Psychology, 63(2), 265–298. CrossRef
MacKie, D. (2007). Evaluating the effectiveness of executive coaching: Where are we now and where do we need to be? Australian Psychologist, 42(4), 310–318. CrossRef
McDermott, M., Levenson, A., & Newton, S. (2007). What coaching can and cannot do for your organization. Human Resource Planning, 30(2), 30–37.
McGovern, J., Lindemann, M., Vergara, M., Murphy, S., Barker, L., & Warrenfeltz, R. (2001). Maximizing the impact of executive coaching: Behavioral change, organizational outcomes, and return on investment. The Manchester Review, 6(1), 1–9.
McLean, G. N., Yang, B., Kuo, M. C., Tolbert, A. S., & Larkin, C. (2005). Development and initial validation of an instrument measuring manager-as-coach skill. Human Resource Development Quarterly, 16(2), 157–178. CrossRef
Michel, J. W., Lyons, B. D., & Cho, J. (2011). Is the full-range model of leadership really a full-range model of effective leader behavior? Journal of Leadership and Organizational Studies, 18(4), 493–507. CrossRef
Olivero, G., Bane, K. D., & Kopelman, R. E. (1997). Executive training as a transfer of training tool: Effects on productivity in a public agency. Public Personnel Management, 26, 461–469. CrossRef
Orenstein, R. L. (2006). Measuring executive coaching efficacy? The answer was right here all the time. Consulting Psychology Journal: Practice and Research, 58(2), 106–116. CrossRef
Palmer, S., Tubbs, I., & Whybrow, W. (2003). Health coaching to facilitate the promotion of healthy behaviour and achievement of health-related goals. International Journal of Health Promotion and Education, 41(3), 91–93. CrossRef
Parker-Wilkins, V. (2006). Business impact of executive coaching: Demonstrating monetary value. Industrial and Commercial Training, 38, 122. CrossRef
Passmore, J., & Gibbes, C. (2007). The state of executive coaching research: What does the current literature tell us and what’s next for coaching research? International Coaching Psychology Review, 2(2), 116–128.
Perkins, R. D. (2009). How executive coaching can change leader behavior and improve meeting effectiveness: An exploratory study. Consulting Psychology Journal: Practice and Research, 61(4), 298–318. CrossRef
Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1, 107–142. CrossRef
Podsakoff, P., MacKenzie, S., & Bommer, W. (1996). Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors. Journal of Management, 22(2), 259–298.
Pousa, C., & Mathieu, A. (2015). The influence of coaching on employee performance: Results from two international quantitative studies. Performance Improvement Quarterly, 27(3), 75–92. CrossRef
Rafferty, A. E., & Griffin, M. A. (2004). Dimensions of transformational leadership: Conceptual and empirical extensions. The Leadership Quarterly, 15(3), 329–354. CrossRef
Sarros, J. C., Gray, J., & Densten, L. (2002). Leadership and its impact on organizational culture. International Journal of Business Studies, 10(2), 1–26.
Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. New York: Doubleday Currency.
Smither, J. W., London, M., Flautt, R., Vargas, Y., & Kucine, I. (2003). Can working with an executive coach improve multisource feedback ratings over time? A quasi-experimental field study. Personnel Psychology, 56(1), 23–44. CrossRef
Wang, G., Oh, I., Courtright, S. H., & Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group and Organization Management, 36, 223–270. CrossRef
Yukl, G. (2002). Leadership in organisations (5th ed.). Upper Saddle River, NJ: Prentice Hall.
Yukl, G., & Lepsinger, R. (2005). Why integrating the leading and managing roles is essential for organizational effectiveness. Organizational Dynamics, 34(4), 361–375. CrossRef
Yukl, G., & Michel, J. (2006). Proactive influence tactics and leader-member exchange. In C. A. Schriesheim & L. Neider (Eds.), Power and influence in organizations: Research in management (pp. 87–103). Greenwich, CT: Information Age Publishing.
Zhu, W., Avolio, B. J., & Walumbra, F. O. (2009). Moderating role of follower characteristics with transformational leadership and follower work engagement. Group and Organization Management, 34, 590–619. CrossRef
- Developing Managerial Skills Through Coaching: Efficacy of a Cognitive-Behavioral Coaching Program
Oana A. David
- Springer US
Journal of Rational-Emotive & Cognitive-Behavior Therapy
Print ISSN: 0894-9085
Elektronisch ISSN: 1573-6563