Coaching in computer-mediated communication at workplace

Abstract

Coaching is commonly defined as a developmental practice which requires the coach to provide an informal, on-going form of goal-focused development aimed at improving and enhancing a person's performance. However, most of the previous human resource development studies examined coaching in face-to-face communication (FtFC), but fewer studies have looked at coaching in computer-mediated communication (CMC). This paper will focus on this untested concern which is how leaders appropriate the CMC to effectively coach their followers and thus regulate behavior and improve performance. More specifically, I examined the impacts of the leaders' coaching behaviors on their choice of media of coaching, thus influencing follower's work-related performances. Theoretical and managerial implications were discussed.