Managerial Coaching Towards Improving Organizational Performance : A Case Study

Wee, Eng Lean (2013) Managerial Coaching Towards Improving Organizational Performance : A Case Study. [Dissertation (University of Nottingham only)] (Unpublished)

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The concept of managerial coaching is emerging as a new metaphor for management, as employees’ learning and development is increasingly devolved to line managers (Ellinger, et al., 2003; Agarwal, et al., 2009). On an implicit level, coaching can be provided by peers and line managers who may not necessary name this activity as coaching (Hamlin, et al., 2008), but some organizations that realise its potency, have made it their core managerial philosophy. One excellent example is Toyota’s management philosophy of “managers should coach, not fix” (Spear, 2004). The main research objective of this study is to examine the impact of managerial coaching towards organizational performance. However, it includes sub-objectives to (1) to examine the roles of managers in managerial coaching; (2) to examine the need for a systematic understanding of the term managerial coaching within the organization; (3) to identify the factors that needs to be considered in managerial coaching; and, (4) to evaluate the importance and the need to adopt managerial coaching to improve organizational performance. This research draws on McLean, et al. (2005)’s coaching framework to conduct an in-depth case study of an established chain of bookstores operating in Malaysia. The main research methodology used is the qualitative research methodology where a series of semi-structured in-depth interviews were conducted. However, the survey research tool of questionnaires were also utilised to complement the qualitative research, so this led to a simple triangulation methodology. The roles of managers in facilitating employees’ learning and development in the work place is examined and in particular, the causal link between managerial coaching intervention by managers in improving individual performance and its impact on organizational performance. The findings also identified that the impact of managerial coaching is affected by several factors namely: the manager, the employee, the task structure and the organizational context. Compared to other management subjects, the research on the role of managerial coaching towards improving organizational performance is relatively at an infancy stage (Ellinger, 2003; Agarwal, et al., 2006; Hamlin, et al., 2006; Grant, 2010; Gilley, et al., 2010; Hagen, 2012) and this author believes that this study will greatly contribute in filling the void in existing literature and practice, especially in a customer-facing setting (Ellinger, et al., 2007; Wheeler, 2011). This study also seek to address the limitation of researches that rely only on self-reported measure by one party (Peterson & Little, 2005) by including participants from both the managers and their subordinates. From the managerial perspective, the research findings can assist the organization to better understand managerial coaching, and benefit from implementing a managerial coaching program in improving of the performance of their human resource capital, and ultimately towards the achievement of organizational performance.

Item Type: Dissertation (University of Nottingham only)
Depositing User: EP, Services
Date Deposited: 22 Oct 2013 07:17
Last Modified: 19 Oct 2017 13:46

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