• Corpus ID: 54583760

Multiple faces of coaching: Manager-as-coach, executive coaching, and formal mentoring.

  title={Multiple faces of coaching: Manager-as-coach, executive coaching, and formal mentoring.},
  author={Baek-Kyoo (Brian) Joo and Jerilynn S. Sushko and Gary N. McLean},
  journal={Organization Development Journal},
For the purpose of management and employee development, the use of coaching has been increasing over the last decade. This article investigates the theoretical background of manager-ascoach, executive coaching, and formal mentoring. Based on the extant literature, it also examines the definitions, purposes, practices and research of those three interpersonal relationships. Then, the similarities and differences among these issues are compared. Finally, implications and recommendations for… 

Tables from this paper

Managerial coaching—A literature review.
The term managerial coaching is often used to describe the leader's role in developing people, but views differ as to the optimal process by which this is achieved. Although managerial coaching is
The Emergent role of the Coaching Manager: an experience of working with IPA
A result of organisational change over the last two decades has been the expectation on managers to coach as part of their roles. However, only the minority of organisations provide training in how
A Holistic View of Employee Coaching
This study uses regulatory focus theory to take a holistic perspective on employee coaching. The contrasting effects of facilitative versus pressure-based coaching on changes in team effectiveness
Academic background and credibility in executive coaching effectiveness
Purpose – Little empirical research has examined the role of coach characteristics in coaching success. The purpose of this paper is to address this gap in the literature by identifying and testing
Wearing multiple hats? Challenges for managers-as-coaches and their organizations
This article explores the challenges for individuals and organizations of adding coaching to the repertoire of managers. In complex and dynamic environments, a manager becomes responsible for
Managerial coaching: A formal process or a daily conversation?
Research indicates that the frequency and effectiveness of managerial coaching is failing to meet organisational demands. For companies to leverage the potential benefits a coaching based approach
Improving Teaching Through Coaching, Mentoring and Feedback: A Review of Literature
The review identifies what appears to be recurrent theoretical and research issues and difficulties in the mentoring and coaching and professional development literatures that have prima facie relevance for the teacher professional development projects and activities currently being underway by education jurisdictions across the globe.
Coaching and Human Resource Development
The Problem Coaching is a pervasive form of development that has garnered significant attention among scholars and practitioners. Although interest in coaching has grown considerably in recent years,
Positioning Mentoring as a Coach Development Tool: Recommendations for Future Practice and Research
Current thinking in coach education advocates mentoring as a development tool to connect theory and practice. However, little empirical evidence exists to evaluate the effectiveness of mentoring as a
Executive coaching explained: the beginnings of a contingency approach
PurposeIn this paper, we problematize the prevailing assumptions in the executive coaching literature that effective coaching is deliberative, trust-based and relational in nature, thereby requiring


Antecedents and Consequences of Coaching Behavior
Proponents of the learning organization acknowledge that leaders and managers must assume roles as coaches in organizations that aspire to become learning organizations. The concept of the manager as
Executive Coaching: A Conceptual Framework From an Integrative Review of Practice and Research
Executive coaching has become increasingly popular despite limited empirical evidence about its impact and wide disagreement about necessary or desired professional qualifications. This article
Executive Coaching
This article challenges the prevailing understanding of executive coaching as an exclusively individual intervention. It discusses executive coaching as a complex and demanding process that
Manager Coaching Skills: Development and Application
The concept of “manager as coach” is increasingly popular in the management literature as a mechanism for improving employee involvement and performance. This paper summarizes a study to evaluate the
Coaching for results
Traditional training teaches specific skills and concepts often in a series of discrete and ultimately disjointed processes. Coaching, on the other hand, is an open‐ended process that analyses the
Coaching versus therapy: A perspective.
Although the origins of coaching began back in the 1940s, it wasn't until the 1980s that the field really came into its own (Hudson, 1999; Tobias, 1996.) As the world of work and organizations
Four Essential Ways That Coaching Can Help Executives
This article briefly describes four of the most popular types of executive coaching in today’s marketplace. The four types are defined in practical terms and suggestions are made with respect to when
Mentoring and Human Resource Development: Where We Are and Where We Need to Go
The problem and the solution. Although mentoring theory, research, and practice have begun to mature, relatively few articles on mentoring have appeared in the human resource development (HRD)
Leadership group coaching in action: The Zen of creating high performance teams
Executive Overview Although one-on-one coaching can be very effective, this article advocates the benefits of leadership coaching in a group setting, because durable changes in leadership behavior