The coaching dance applied: training Chinese managers to coach

Abstract

ABSTRACT Through exploring the implementation of a manager-coach training programme, built on a foundation of Chinese culture, in a Chinese education environment, this paper explores a predominantly non-directive coaching model and its positive impact on knowledge exchange and innovation. Whilst acknowledging the continued call from some quarters for the use of a directive approach to coaching in mainland China, this paper explores the positive relationship between the non-directive approach and the socialisation of knowledge amongst teachers. The article also sheds light on how the ‘Coaching Dance’ can facilitate movement towards a more non-directive approach to enhance knowledge exchange allowing Chinese managers to elicit a promotion-focus and positive career behaviours from coachees. The paper offers some evidence that a predominantly non-directive approach can positively impact knowledge exchange and socialisation when a multitiered approach to coaching is deployed in a Confucian environment.