Behavioural indicators of ineffective managerial coaching: A crossnational study

Journal of European Industrial Training

Volumn 32, Issue 4, 2008, Pages 240-257

  Ellinger, Andrea D ^a   Hamlin, Robert G ^b   Beattie, Rona S ^c  

^a UNIVERSITY OF ILLINOIS AT URBANA CHAMPAIGN   (United States)

^b UNIVERSITY OF WOLVERHAMPTON   (United Kingdom)

^c GLASGOW CALEDONIAN UNIVERSITY   (United Kingdom)

Author keywords

Behaviour; Coaching; Cross cultural studies; Managers

Indexed keywords

EID: 43449093716     PISSN: 03090590     EISSN: None     Source Type: Journal    
DOI: 10.1108/03090590810871360     Document Type: Article

References (81)

1. Antonioni, D. (2000), “Leading, managing and coaching”, Industrial Management (USA), SeptemberOctober, pp. 2733.
2. Beattie, R.S. (2002), “Developmental managers: line managers as facilitators of workplace learning in voluntary organizations”, unpublished doctoral thesis, University of Glasgow, Glasgow.
3. Beattie, R.S. (2006), “Line managers and workplace learning: learning from the voluntary sector”, Human Resource Development International, Vol. 9 No. 1, pp. 99119.
4. Bergmann, H., Hurson, K. and RussEft, D. (1999), Everyone a Leader: A Grass Roots Model for the New Workplace, Wiley, New York, NY.
5. Berry, J.W. (1989), “Imposed eticsemicsderived etics: the operationalization of a compelling idea”, International Journal of Psychology, Vol. 24, pp. 721735.
6. BiancoMathis, V.E., Nabors, L.K. and Roman, C.H. (2002), Leading from the Inside Out: A Coaching Model, Sage, Thousand Oaks, CA.
7. Braun, V. and Clarke, V. (2006), “Using thematic analysis in psychology”, Qualitative Research and Psychology, Vol. 3, pp. 77101.
8. Burdett, J.O. (1998), “Forty things every manager should know about coaching”, Journal of Management Development, Vol. 17 No. 2, pp. 142152.
9. de Jong, J.A., Leenders, F.J. and Thijssen, J.G.L. (1999), “HRD tasks of firstlevel managers”, Journal of Workplace Learning, Vol. 11 No. 5, pp. 176183.
10. Duck, S. (1982), “A topography of relationship disengagement and dissolution”, in Ed. Duck, S. (Ed.), Personal Relationships 4: Dissolving Personal Relationships, Academic Press, London, pp. 130.
11. Duck, S. (1994), “Stratagems, spoils, and a serpent's tooth: on the delights and dilemmas of personal relationships”, in Ed. Cupach, W.R. and Ed. Spitzberg, B.H. (Eds), The Dark Side of Interpersonal Communication, Erlbaum, Hillsdale, NJ, pp. 324.
12. EasterbySmith, M., Thorpe, R. and Lowe, A. (1991), Management Research: An Introduction, Sage, London.
13. Eby, L.T. and McManus, S.E. (2004), “The protégé's role in negative mentoring experiences”, Journal of Vocational Behavior, Vol. 65, pp. 255275.
14. Eby, L.T., McManus, S.E., Simon, S.A. and Russell, J.E.A. (2000), “The protégé's perspective regarding negative mentoring experiences: the development of a taxonomy”, Journal of Vocational Behavior, Vol. 57, pp. 121.
15. Ellinger, A.D. (1997), “Managers as facilitators of learning in learning organizations”, unpublished doctoral dissertation, University of Georgia, Athens, GA.
16. Ellinger, A.D. (2003), “Antecedents and consequences of coaching behavior”, Performance Improvement Quarterly, Vol. 16 No. 1, pp. 528.
17. Ellinger, A.D. and Bostrom, R.P. (1999), “Managerial coaching behaviors in learning organizations”, Journal of Management Development, Vol. 18 No. 9, pp. 752771.
18. Ellinger, A.D., Ellinger, A.E. and Keller, S.B. (2003), “Supervisory coaching behavior, employee satisfaction, and warehouse employee performance: a dyadic perspective in the distribution industry”, Human Resource Development Quarterly, Vol. 14 No. 4, pp. 435458.
19. Evered, R.D. and Selman, J.C. (1989), “Coaching and the art of management”, Organizational Dynamics, Vol. 18, pp. 1632.
20. Flanagan, J.C. (1954), “The critical incident technique”, Psychological Bulletin, Vol. 51 No. 4, pp. 327358.
21. Flick, U. (2002), An Introduction to Qualitative Research, 2nd ed., Sage, London.
22. Fournies, F.F. (1987), Coaching for Improved Work Performance, Liberty Hall Press, Chichester.
23. Gibb, S. (2003), “Line manager involvement in learning and development: small beer or big deal?”, Employee Relations, Vol. 25 No. 3, pp. 281293.
24. Goleman, D. (2000), “Leadership that gets results”, Harvard Business Review, March/April, pp. 7890.
25. Graham, S., Wedman, J. and GarvinKester, B. (1993), “Manager coaching skills: development and application”, Performance Improvement Quarterly, Vol. 6 No. 1, pp. 213.
26. Graham, S., Wedman, J. and GarvinKester, B. (1994), “Manager coaching skills: what makes a good coach?”, Performance Improvement Quarterly, Vol. 7 No. 2, pp. 8194.
27. Grant, A.M. (2003), “Executive and life coaching”, paper presented at UKCLC Professional Development Workshop, Royal Society of Medicine, London.
28. Grant, T. and Cavanagh, M. (2004), “Toward a profession of coaching: sixtyfive years of progress and challenges for the future”, International Journal of Evidence Based Coaching and Mentoring, Vol. 2 No. 1, pp. 721.
29. Grant, T. and Zackon, R. (2004), “Executive, workplace and life coaching: findings from a largescale survey of International Coach Federation members”, International Journal of Evidence Based Coaching and Mentoring, Vol. 2 No. 2, pp. 115.
30. Guba, E.G. and Lincoln, Y.S. (1981), Effective Evaluation, JosseyBass, San Francisco, CA.
31. Hall, L. and Torrington, D. (1998), “Letting go or holding on? The devolution of operational personnel activities”, Human Resource Management Journal, Vol. 8 No. 1, pp. 4155.
32. Hamlin, R.G. (2004), “In support of universalistic models of managerial and leadership effectiveness: implications for HRD research and practice”, Human Resource Development Quarterly, Vol. 15 No. 2, pp. 189215.
33. Hamlin, R.G. (2005), “Toward universalistic models of managerial effectiveness: a comparative study of recent British and American derived models of leadership”, Human Resource Development International, Vol. 8 No. 1, pp. 525.
34. Hamlin, R.G., Beattie, R.S. and Ellinger, A.D. (2007), “What do effective managerial leaders really do? Using qualitative methodological pluralism and analytical triangulation to explore everyday ‘managerial effectiveness’ and ‘managerial coaching effectiveness’”, International Journal of Management Concepts and Philosophy, Vol. 2 No. 3, pp. 255276.
35. Hamlin, R.G., Ellinger, A.D. and Beattie, R.S. (2006), “Coaching at the heart of managerial effectiveness: a crosscultural study of managerial behaviours”, Human Resource Development International, Vol. 9 No. 3, pp. 305331.
36. Hansman, C. (2002), Critical Perspectives on Mentoring: Trends and Issues, ERIC Clearinghouse on Adult, Career, and Vocational Education, Columbus, OH.
37. Hargrove, R. (1995), Masterful Coaching, Pfeiffer & Company, San Diego, CA.
38. Hawkins, A. (2005), “Leaders as facilitators of organizational learning”, unpublished doctoral dissertation, Regent University, Virginia Beach, VA.
39. Hotek, D.R. (2002), “Skills for the 21st century supervisor: what factory personnel think”, Performance Improvement Quarterly, Vol. 15 No. 2, pp. 6183.
40. Humphrey, B. and Stokes, J. (2000), “The 21st century supervisor”, HR Magazine, May, pp. 185192.
41. Hunt, J.M. and Weintraub, J.R. (2002), “How coaching can enhance your brand as a manager”, Journal of Organizational Excellence, Vol. 21 No. 2, pp. 3944.
42. Hunt, J.M. and Weintraub, J.R. (2004), “Learning developmental coaching”, Journal of Management Education, Vol. 28 No. 1, pp. 3961.
43. KampaKokesch, S. and Anderson, M.Z. (2001), “Executive coaching: a comprehensive review of the literature”, Consulting Psychology Journal, Vol. 53 No. 4, pp. 205228.
44. Keep, E. and Rainbird, H. (2000), “Towards the learning organization”, in Ed. Bach, S. and Ed. Sisson, K. (Eds), Personnel Management: A Comprehensive Guide, Blackwell, Oxford.
45. Kilburg, R.R. (1996), “Executive coaching”, Consulting Psychology Journal: Practice and Research, special issue, Vol. 48 No. 2, pp. 203267.
46. King, P. and Eaton, J. (1999), “Coaching for results”, Industrial and Commercial Training, Vol. 31 No. 4, pp. 145148.
47. Kirk, J., Howard, S., Ketting, I. and Little, C. (1999), “Type C workplace interventions”, Journal of Workplace Learning, Vol. 11 No. 3, pp. 105114.
48. Kraines, G.A. (2001), “Are you leading your troops?”, Strategy and Leadership (UK), Vol. 29 No. 2, pp. 2934.
49. Lockwood, P., Jordan, C.H. and Kunda, Z. (2002), “Motivation by positive or negative role models: regulatory focus determines who will best inspire us”, Journal of Personality and Social Psychology, Vol. 83 No. 4, pp. 854864.
50. Longenecker, C.O. and Neubert, M.J. (2005), “The practices of effective managerial coaches”, Business Horizons, Vol. 48, pp. 493500.
51. Lyons, E. and Chryssochoou, X. (2003), “Crosscultural research methods”, in Ed. Breakwell, G.M., Ed. Hammond, S. and Ed. FifeSchaw, S. (Eds), Research Methods in Psychology, Sage, London.
52. McGovern, P., Gratton, L., HopeHailey, V., Stiles, P. and Truss, C. (1997), “Human resource management on the line?”, Human Resource Management Journal, Vol. 7 No. 4, pp. 1229.
53. McLean, G.N. and Kuo, M. (2000) in Ed. Kuchinke, K.P. (Ed.), Coaching in Organizations: Selfassessment of Competence, Proceedings of The Academy of Human Resource Development Conference, RaleighDurham, Morrisville, NC, pp. 638645.
54. McLean, G.N., Yang, B., Kuo, M.C., Tolbert, A.S. and Larkin, C. (2005), “Development and initial validation of an instrument measuring managerial coaching skill”, Human Resource Development Quarterly, Vol. 16 No. 2, pp. 157178.
55. McNutt, R. and Wright, P.C. (1995), “Coaching your employees: applying sports analogies to business”, Executive Development, Vol. 8 No. 1, pp. 2732.
56. Marsh, L. (1992), “Good manager: good coach? What is needed for effective coaching?”, Industrial and Commercial Training, Vol. 24 No. 9, pp. 38.
57. Mink, O.G., Owen, K.Q. and Mink, B.P. (1993), Developing Highperformance People: The Art of Coaching, AddisonWesley, Reading, MA.
58. Minter, R.L. and Thomas, E.G. (2000), “Employee development through coaching, mentoring and counseling: a multidimensional approach”, Review of Business, Vol. 21 Nos 1/2, pp. 4347.
59. Mobley, S.A. (1999), “Judge not: how coaches create healthy organizations”, The Journal for Quality and Participation, Vol. 22 No. 4, pp. 5760.
60. Orth, C.D., Wilkinson, H.E. and Benfari, R.C. (1987), “The manager's role as coach and mentor”, Organizational Dynamics, Vol. 15 No. 4, pp. 6674.
61. Peterson, D.B. and Little, B. (2005), “Invited reaction: development and initial validation of an instrument measuring managerial coaching skill”, Human Resource Development Quarterly, Vol. 16 No. 2, pp. 179183.
62. Phillips, R. (1994), “Coaching for higher performance”, Management Development Review, Vol. 7 No. 5, pp. 1922.
63. Phillips, R. (1995), “Coaching for higher performance”, Executive Development, Vol. 8 No. 7, p. 5.
64. Piasecka, A. (2000), “Not leadership but leadership”, Industrial and Commercial Training, Vol. 32 No. 7, pp. 253255.
65. Popper, M. and Lipshitz, R. (1992), “Coaching on leadership”, Leadership & Organization Development Journal, Vol. 13 No. 7, pp. 1518.
66. Powell, T. and Doran, M. (2003), “Managers' perceptions of their role in facilitating employee learning”, Proceedings of 2003 International Academy of Human Resource Development Conference.
67. Ragins, B.R., Cotton, J.J. and Miller, J.S. (2000), “Marginal mentoring: the effects of type of mentor, quality of relationship, and program design on work and career attitudes”, Academy of Management Journal, Vol. 43 No. 6, pp. 11771194.
68. Ragsdale, S. (2000), “Finding a high speed button: new management paradigm”, Triangle Business Journal, Vol. 16 No. 7, p. 23.
69. Redshaw, B. (2000), “Do we really understand coaching? How can we make it work better?”, Industrial and Commercial Training, Vol. 32 No. 3, pp. 106108.
70. RussEft, D., Berry, C., Hurson, K. and Brennan, K. (1996), “Updating the meaning of leadership: a grass roots model for the new workplace”, An Essay from Zenger Miller, Zenger Miller, San Jose, CA, M2021 V.2.0(10/50).
71. Scandura, T.A. (1998), “Dysfunctional mentoring relationships and outcomes”, Journal of Management, Vol. 24 No. 3, pp. 449467.
72. Shaw, S. and Knights, J. (2005), “Coaching in an SME: an investigation into the Impact of a managerial coaching style on employees within a small firm”, Proceedings of the 6th International Conference on HRD Research and Practice across Europe.
73. Strauss, A. and Corbin, J. (1990), Basics of Qualitative Research, Sage, London.
74. Talarico, M. (2002), “Manager as coach in a pharmacy benefit management organization: a critical incidents analysis”, unpublished doctoral dissertation, University of Minnesota, Crookston, MN.
75. Thornhill, A. and Saunders, M.N.K. (1998), “What if line managers don't realize they're responsible for HR? Lessons from an organization experiencing rapid change”, Personnel Review, Vol. 27 No. 6, pp. 460476.
76. Van de Vijver, F. and Leung, K. (1997), Methods and Data Analysis for CrossCultural Research, Sage, Thousand Oaks, CA.
77. Yarnall, J. (1998), “Line managers as career developers: rhetoric or reality?”, Personnel Review, Vol. 27 No. 5, pp. 378395.
78. Yu, L. (2007), “The benefits of a coaching culture”, MIT Sloan Management Review, Winter, p. 6.
79. Zemke, R. (1996), “The corporate coach”, Training, Vol. 33 No. 12, pp. 2428.
80. Anonymous (2001), “Mentoring and coaching help employees grow”, HR Focus, Vol. 78 No. 9, pp. 16.
81. Mindell, N. (1995), “Devolving training and development to line managers”, Management Development Review, Vol. 8 No. 2, pp. 1621.