A model of managerial coach learning and development

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review Pub Date : 2024-12-26 DOI:10.1016/j.hrmr.2024.101073

Udayan Dhar

引用次数: 0

Abstract

Managerial Coaching has emerged as a compelling new approach to leadership in organizations. While research has so far demonstrated the key behaviors and competencies associated with successful managerial coaching, comparatively fewer studies have examined how managerial coaching can be developed in leaders, or how leaders learn managerial coaching behaviors. After reviewing the existing literature on managerial coach training and development, and drawing upon research from the fields of leadership development and active learning, a three-phase model of managerial coach learning and development is proposed. The model suggests that the development of managerial coaches can be understood as a process of developing their readiness to incorporate a coach approach to their leadership; and undergoing specific cognitive, affective, and motivational pathways towards building a set of competencies, mindsets, identities, and efficacies associated with effective managerial coaching behaviors. Implications for training and development of organizational managers are discussed.

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来源期刊

Human Resource Management Review MANAGEMENT-

CiteScore

20.20

自引率

7.00%

发文量

审稿时长

48 days

期刊介绍： The Human Resource Management Review (HRMR) is a quarterly academic journal dedicated to publishing scholarly conceptual and theoretical articles in the field of human resource management and related disciplines such as industrial/organizational psychology, human capital, labor relations, and organizational behavior. HRMR encourages manuscripts that address micro-, macro-, or multi-level phenomena concerning the function and processes of human resource management. The journal publishes articles that offer fresh insights to inspire future theory development and empirical research. Critical evaluations of existing concepts, theories, models, and frameworks are also encouraged, as well as quantitative meta-analytical reviews that contribute to conceptual and theoretical understanding. Subject areas appropriate for HRMR include (but are not limited to) Strategic Human Resource Management, International Human Resource Management, the nature and role of the human resource function in organizations, any specific Human Resource function or activity (e.g., Job Analysis, Job Design, Workforce Planning, Recruitment, Selection and Placement, Performance and Talent Management, Reward Systems, Training, Development, Careers, Safety and Health, Diversity, Fairness, Discrimination, Employment Law, Employee Relations, Labor Relations, Workforce Metrics, HR Analytics, HRM and Technology, Social issues and HRM, Separation and Retention), topics that influence or are influenced by human resource management activities (e.g., Climate, Culture, Change, Leadership and Power, Groups and Teams, Employee Attitudes and Behavior, Individual, team, and/or Organizational Performance), and HRM Research Methods.