Does managerial involvement in workplace coaching impact the outcome? A mixed-methods study into the current methods managers employ and the impacts on coaching effectiveness
Research into workplace-training suggests actions taken by managers, such as discussing applying the training, can significantly impact the effectiveness of training. However, little is known as to whether these findings translate to workplace-coaching. This mixed-methods study gathered information...
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| Format: | Article |
| Language: | English |
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Oxford Brookes University
2018-06-01
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| Series: | International Journal of Evidence Based Coaching and Mentoring |
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| Online Access: | https://radar.brookes.ac.uk/radar/file/693419a4-8435-46c6-9636-c98e4d870d6d/1/SP12-3%20Tamsin%20Webster.pdf |
| Summary: | Research into workplace-training suggests actions taken by managers, such as discussing applying the training, can significantly impact the effectiveness of training. However, little is known as to whether these findings translate to workplace-coaching. This mixed-methods study gathered information on current practices involving managers and the perceived effectiveness on the outcomes of coaching from coachees, managers and practitioners within the field. Those approaches that required discretionary effort as opposed to prescribed involvement were perceived to have a greater impact on coaching outcomes. There appeared to be no cumulative effect; more involvement did not translate to a perception of greater impact on outcomes. |
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| ISSN: | XXXX-XXXX 1741-8305 |