Coaching at the heart of managerial effectiveness: A cross-cultural study of managerial behaviours

2.50
Hdl Handle:
http://hdl.handle.net/2436/26755
Title:
Coaching at the heart of managerial effectiveness: A cross-cultural study of managerial behaviours
Authors:
Hamlin, Robert G.; Ellinger, Andrea D.; Beattie, Rona S.
Abstract:
The concept of managers and managerial leaders assuming the developmental role of coaching has gained considerable attention in recent years as organizations seek to leverage learning by creating infrastructures that foster employee learning and development. However, despite the increasing focus on managerial coaching and the many contentions that coaching is an essential feature of really effective management, the literature remains predominantly practice-based and atheoretical. The present study attempts to address this lack of a sound and sufficient empirical base by presenting the results of a cross-cultural comparison of the empirical findings from several previous 'managerial coaching effectiveness' and 'managerial and leadership effectiveness' studies completed by the authors in their three respective countries. Its specific aim is to demonstrate empirically the extent to which being an effective coach is an essential feature of being an effective manager and/or managerial leader.
Citation:
Human Resource Development International, 9 (3): 305-331
Publisher:
Routledge (Taylor & Francis)
Journal:
Human Resource Development International
Issue Date:
2006
URI:
http://hdl.handle.net/2436/26755
DOI:
10.1080/13678860600893524
Additional Links:
http://www.informaworld.com/smpp/content~db=all?content=10.1080/13678860600893524
Type:
Article
Language:
en
ISSN:
13678868; 14698374
Appears in Collections:
Management Research Centre

Full metadata record

DC FieldValue Language
dc.contributor.authorHamlin, Robert G.-
dc.contributor.authorEllinger, Andrea D.-
dc.contributor.authorBeattie, Rona S.-
dc.date.accessioned2008-05-19T10:21:40Z-
dc.date.available2008-05-19T10:21:40Z-
dc.date.issued2006-
dc.identifier.citationHuman Resource Development International, 9 (3): 305-331en
dc.identifier.issn13678868-
dc.identifier.issn14698374-
dc.identifier.doi10.1080/13678860600893524-
dc.identifier.urihttp://hdl.handle.net/2436/26755-
dc.description.abstractThe concept of managers and managerial leaders assuming the developmental role of coaching has gained considerable attention in recent years as organizations seek to leverage learning by creating infrastructures that foster employee learning and development. However, despite the increasing focus on managerial coaching and the many contentions that coaching is an essential feature of really effective management, the literature remains predominantly practice-based and atheoretical. The present study attempts to address this lack of a sound and sufficient empirical base by presenting the results of a cross-cultural comparison of the empirical findings from several previous 'managerial coaching effectiveness' and 'managerial and leadership effectiveness' studies completed by the authors in their three respective countries. Its specific aim is to demonstrate empirically the extent to which being an effective coach is an essential feature of being an effective manager and/or managerial leader.en
dc.language.isoenen
dc.publisherRoutledge (Taylor & Francis)en
dc.relation.urlhttp://www.informaworld.com/smpp/content~db=all?content=10.1080/13678860600893524en
dc.subjectCoachingen
dc.subjectManagerial effectivenessen
dc.subjectManagerial behavioursen
dc.subjectLeadershipen
dc.titleCoaching at the heart of managerial effectiveness: A cross-cultural study of managerial behavioursen
dc.typeArticleen
dc.identifier.journalHuman Resource Development Internationalen
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