Over the last two decades, a shift has occurred in organisations resulting in today’s norm of the majority of line managers being expected to coach as part of their roles. However, only the minority of organisations provide training in how to coach. A resulting factor is an emergent role of the coaching manager, a line manager who uses coaching approaches as part of their daily working, but has not necessarily been trained nor is recognised as a coach in their business. There is little research on the experiences of these line managers. The diversity of population within organisations has also changed during this period. Generation Y now comprises 35% of the workforce and are reported as having different workplace wants and needs to other generations. This IPA study explores the lived experiences of six coaching managers who line manage Generation Y graduates and their perceptions of the role coaching plays in the development and retention of the graduates. The findings show how these line managers have an orientation towards coaching and people, and a capacity and willingness to coach. The findings support the argument for organisations to review how they are training and developing line managers who are expected to coach as part of their roles.
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Mayhead, Benita
Rights Holders: Mayhead, Benita Supervisors: Iordanou, Ioanna
Oxford Brookes Business School
MA Coaching and Mentoring Practice
2019
© Mayhead, Benita Published by Oxford Brookes UniversityAll rights reserved