Managing managerial coaching: the role of stakeholders

IF 1.9 Q3 MANAGEMENT

INDUSTRIAL AND COMMERCIAL TRAINING Pub Date : 2023-02-28 DOI:10.1108/ict-10-2021-0074

Charles Carvalho, Prasad Oommen Kurian, Sheldon Carvalho, Fallan Kirby Carvalho

{"title":"Managing managerial coaching: the role of stakeholders","authors":"Charles Carvalho, Prasad Oommen Kurian, Sheldon Carvalho, Fallan Kirby Carvalho","doi":"10.1108/ict-10-2021-0074","DOIUrl":null,"url":null,"abstract":"\nPurpose\nThe purpose of this paper is to discuss several obstacles that can reduce the effectiveness of managerial coaching. Furthermore, the paper highlights the role played by various stakeholders [i.e. the organization, senior leaders, the human resources (HR) function and managers] in overcoming or reducing the potency of such obstacles.\n\n\nDesign/methodology/approach\nThe views presented here have been derived from the authors’ professional experience in managerial coaching and a review of the literature on managerial coaching.\n\n\nFindings\nThe authors discuss six common obstacles to effective managerial coaching: time for coaching, willingness to coach, ability to coach, employees’ ability and willingness, societal expectations and the intrusion of technology. They describe the critical role of various stakeholders (i.e. the organization, senior leaders, the HR function and line managers) in overcoming or mitigating the impact of such obstacles, thus contributing to effective managerial coaching.\n\n\nOriginality/value\nA discussion of the obstacles to effective managerial coaching and the role of stakeholders in managerial coaching is valuable for organizations that seek to enhance the performance of employees through managerial coaching.\n","PeriodicalId":51647,"journal":{"name":"INDUSTRIAL AND COMMERCIAL TRAINING","volume":null,"pages":null},"PeriodicalIF":1.9000,"publicationDate":"2023-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"INDUSTRIAL AND COMMERCIAL TRAINING","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/ict-10-2021-0074","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"MANAGEMENT","Score":null,"Total":0}

引用次数: 0

Abstract

Purpose The purpose of this paper is to discuss several obstacles that can reduce the effectiveness of managerial coaching. Furthermore, the paper highlights the role played by various stakeholders [i.e. the organization, senior leaders, the human resources (HR) function and managers] in overcoming or reducing the potency of such obstacles. Design/methodology/approach The views presented here have been derived from the authors’ professional experience in managerial coaching and a review of the literature on managerial coaching. Findings The authors discuss six common obstacles to effective managerial coaching: time for coaching, willingness to coach, ability to coach, employees’ ability and willingness, societal expectations and the intrusion of technology. They describe the critical role of various stakeholders (i.e. the organization, senior leaders, the HR function and line managers) in overcoming or mitigating the impact of such obstacles, thus contributing to effective managerial coaching. Originality/value A discussion of the obstacles to effective managerial coaching and the role of stakeholders in managerial coaching is valuable for organizations that seek to enhance the performance of employees through managerial coaching.

查看原文本刊更多论文

管理教练:利益相关者的角色

目的本文的目的是讨论降低管理辅导有效性的几个障碍。此外，该文件强调了各种利益攸关方[即组织、高级领导、人力资源职能部门和管理人员]在克服或减少这些障碍方面发挥的作用。设计/方法论/方法本文提出的观点来源于作者在管理教练方面的专业经验和对管理教练文献的回顾。发现作者讨论了有效管理辅导的六个常见障碍：辅导时间、辅导意愿、辅导能力、员工的能力和意愿、社会期望和技术入侵。它们描述了各种利益相关者（即组织、高级领导、人力资源职能部门和直线经理）在克服或减轻这些障碍的影响方面的关键作用，从而有助于有效的管理辅导。独创性/价值讨论有效管理辅导的障碍以及利益相关者在管理辅导中的作用，对于寻求通过管理辅导提高员工绩效的组织来说是有价值的。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

求助全文

约1分钟内获得全文求助全文

来源期刊

INDUSTRIAL AND COMMERCIAL TRAINING MANAGEMENT-

CiteScore

3.10

自引率

7.10%

发文量

期刊介绍： ■Action learning-principles and practice ■Applications of new technology ■Careers management and counselling ■Computer-based training and interactive video ■Continuing management education ■Learning methods, styles and processes ■Managing change ■Marketing, sales and customer services ■New training and learning methods ■Quality circles, team-working and business games ■Recruitment and selection ■Specialist training-needs and methods ■Youth employment and training ■Topicality Too much training theory takes too long to read and may not have immediate practical advantages.