Managers coaching employees to improve performance: Supports and barriers

by McLaughlin, Mary Francis, D.Ed., CAPELLA UNIVERSITY, 2016, 117 pages; 10032421


Despite the proliferation of mainstream publications on the topic of coaching, there is minimal empirical research on all aspects of the field of coaching and in particular on managerial coaching. Once managers have been trained to coach employees there is little empirical evidence examining what affects whether or not the manager applies what was learned in training. The purpose of this study was to add to the understanding of managerial coaching as a human performance technology intervention. Specifically, it examined the supports and barriers experienced by managers coaching employees in the workplace after attending coaching training. The qualitative research methodology for this study was a case study conducted through the investigation of a coaching program in a single division of a large financial services institution. The central research questions for this study were as follows.

1. How are managers who have been trained to be coaches being supported and reinforced to coach employees? 2. What barriers to coaching employees are managers who have been trained to be coaches experiencing?

The data were collected for this case study from participants during individual interviews using open-ended questions. Once the supports and barriers of this approach to performance improvement were identified, then the data were sorted into environmental (organizational) or individual performance supports and barriers, as identified in Gilbert’s updated behavior engineering model (BEM) of human competence. These supports and barriers can be used to inform practice for organizations interested in developing internal managerial coaching programs.

AdviserCharlotte Redden
Source TypeDissertation
SubjectsManagement; Organization theory; Organizational behavior
Publication Number10032421

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