From Manager to Coach: How Managers Change Following Managerial Coaching Model Implementation
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Date
2021-05-13
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Department
Hood College Organizational Leadership
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Hood College Organizational Leadership
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Attribution-NonCommercial-NoDerivs 3.0 United States
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Abstract
This qualitative case study explored changes and developments of managers behaviors, skills, and beliefs following the implementation of a managerial coaching model the lens of Riboldi’s (2009) principles of change. Participants included 18 (78%) managers and 21 (70%) individual contributors within one small pharmaceutical organization in the mid-Atlantic region. Prior to data collection, all participants completed the managerial coaching training and were practicing the tools and techniques. The methodology utilized for manager participants included one 60-minute virtual focus group session and two virtual one-on-one, semi-structured interviews comprised of open-ended questions, self-anchoring scale, and ranking activity. Demographic data was also collected from manager participants. The individual contributors completed a survey about the changes in their manager’s. The overarching findings of this study were: 1) shared purpose, 2) effective conversations, 3) enriching relationships, and 4) safe environment. Several implications for further research and practice resulted from the study. For research, implications include the exploration of: 1) manager participants’ visions of their ideal coaching self and practices being utilized towards that end, 2) how focus groups could facilitate embedding managerial coaching cross-organizationally, and 3) adopting managerial coaching behaviors in response organizational directed implementation, rather than desire to change and develop. For practice, implications include, 1) incorporating visioning into managerial coaching training, 2) encouraging managers to establish goals with well-defined measurements, and 3) considering ranges of beliefs, skills, and behaviors implementing a managerial coaching model.