Abstract
Orientation: Coaching by managers is rated as one of the most powerful development
activities as it is more effective, more immediate and more affordable than contracting an
external coach and hence the increase in global demand for coaching by managers. The
rapid pace as well as constant and disruptive change which characterises the new world
of work brings uncertainty and complexity, urging organisations to respond smartly and
innovatively to current pressures. Managers who empower and develop create a
container for people to think, experiment and adapt and this compels the modern-day
manager to emerge as a manager-as-coach.
Research purpose: The purpose of this research study is to develop a manager-ascoach
framework which will educate managers and enhance and sustain management
coaching.
Motivation for the study: Despite the need for managers to coach, the literature reveals
that few managers coach and the managers who do coach, do so infrequently or
ineffectively. Coaching by managers is complex as managers need to fulfil many roles,
some contradictory in nature to coaching. A robust and comprehensive manager-ascoach
framework, which integrates interconnected elements, is required to develop
managers to coach and sustain their coaching practice.
Research design, approach and method: A qualitative methodology was adopted in
the execution of this research study, supported by an Interpretative Phenomenological
Analysis (IPA) strategy, which aimed to explore lived experiences and make sense of the
rich narratives shared by managers who had practised coaching. Semi-structured
interviews were conducted with nine managers who had a minimum of three direct reports
and three years’ managerial experience. The IPA yielded nine main themes.
Main findings: The journey to becoming a manager-as-coach is unique with some
managers having a natural inclination to coach and others experiencing a mindset shift
before they commence with coaching. Furthermore, the values and competencies which
underpin effective coaching practice by managers emerged as well as the practicalities
of how managers coach, whether it be formal or informal. Balancing their different roles
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and the value they derive from coaching as a manager surfaced as relevant themes. The
components of a manager-as-coach education programme was another theme which
appeared, comprising a Core, Develop and Sustain phase. In addition to the literature
review the various themes that came to light during the IPA culminated in the development
of a manager-as-coach framework. The manager-as-coach framework was presented to
a panel of five experts who reviewed its face validity, acceptability and value. The expert
panel described the framework as comprehensive, well-thought through and impactful.
Practical implications: The result of the study is an evidence-based manager-as-coach
framework which acts as a flexible scaffolding that can be adapted to customise manageras-
coach programmes depending on the nature of the organisation as well as the unique
educational needs of individual managers. Furthermore, the research findings have
provided insight into the indicators of coaching effectiveness which can assist
organisations and Human Resource Development (HRD) practitioners in addressing the
barriers to managerial coaching in organisations and inform interventions to increase
coaching activities in companies.