<p>A cross sectional convenience sample of 195 MBA students answered questions which explored the impacts of managerial coaching on work engagement. Measures of organisational learning culture (OLC), self-efficacy, manager quality and workload were considered as potential influences on work engagement. Analysis was carried out using structural equation modelling. Results indicate that the positive influence of managerial coaching on employee work engagement is mediated by OLC. Self-efficacy and workload also influence work engagement in a positive manner independently. Organisations that invest in the development of coaching skills of managers can enhance the OLC and thereby the work engagement of employees.</p>
In this study, we attempted to validate Noe’s (1988) Mentoring Functions Scale on a sample
of 363 managerial employees working in public and private sector organisations in North India.
Further, we also analysed the influence of demographic variables on mentoring relationships in the
Indian context. The results provided support for the two-dimensional factor-structure of mentoring
functions in consonance with Noe’s (1988) study and Kram’s (1985) conceptualization. In terms of
demographics linkage with mentoring functions, managers from older age-groups were found to carry
strong perceptions about psychosocial mentoring in contrast to younger managers. Overall, the current
research not only highlighted the potential utility of the measure in the Indian context but also
suggested useful mentoring specific interventions that could be practised by the Indian organisations
for sustaining managers’ career growth and development.
<p>This study explored mentoring relationships in sport from the perspective of the protégé. The project was guided by contemporary mentoring theories as framed by Kram's Mentor Role Theory (Kram, 1985). A convenience sample of 230 volleyball coaches was recruited for this study. Data were collected using the Coaches Mentor Role Instrument (CMRI) (Schempp, McCullick, Berger, White, & Elliott, 2014). Quantitative methods indicated significant mentor role differences based on continuation of relationship, participation in a formal mentor programme, and gender. The participants perceived their mentors as most effective in the roles of acceptor, friend, role model and challenger.</p>
<p>This study explores, through stories, how coaching supports the development of expatriates’ career capital; it is the first empirical investigation in this area. A narrative analysis was conducted to explore semi-structured interviews. Coaching was perceived to support the development of career capital capabilities (‘knowing-how’, ‘knowing-why’ and ‘knowing-whom’). When coaching expatriates, it is important to review their needs, previous assignment experience and phase of expatriation. As a practical implication, organizations should consider coaching support for expatriates. The career capital model is recommended as a tool for institutions training coaches, and for coaches, when coaching executives in international transition situations</p>
<p>Team coaching in organisations is becoming increasingly commonplace, but there remains a lack of clarity as to what team coaching is and what makes it effective. Thirty-six team coaches with experience of working in Australia and New Zealand were interviewed in an attempt to explore what practitioners actually do. Evidence was found of multiple approaches. All the coaches focussed on process, however different coaches attended to different aspects of process. For example, some focussed on task while others placed more emphasis on relationships. Nine dimensions of practice were identified, five relating to process and four to preferred methodology</p>
<p>The coaching relationship is seen as integral to individual coaching, but less is known about the nature of the relationship within a team coaching context. This study explores the importance that leadership team coaching practitioners attach to the coaching relationship and as a consequence what that means for how they work with teams. A qualitative single case study method was utilised and data gathered using semi-structured interviews, including critical incident technique. The overall finding from the research was that coaches considered it important to develop a trust-based relational connection with teams at both an individual and a collective level but that establishing and maintaining that connection was, at times, both complex and challenging.</p>
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