The role of the line manager as performance coach

Abstract

The effective practise of managers as coaches can have a positive impact on the performance and development of employees, and provide an organisation with a significant competitive edge. The implementation of manager-coaches in South African organisations is slowly gaining traction, and this study examines this approach in a large financial institution. \nThe primary objective of this research was to identify the roles and skills needed by line managers to become successful performance coaches, as well as the key benefits to the organisation as a whole. Descriptive, qualitative methodology was selected to conduct this study. The population sample was drawn from a large financial services organisation, with approximately 45 000 employees across Africa. The research participants are all line managers working in different business areas, with varying years of experience. \nA research questionnaire was used to conduct face-to-face, semi structured interviews with respondents. Data collected was then transcribed and analysed by means of content and thematic analysis. The interviews confirmed that the line managers understood performance coaching as a process to address and close the performance gaps of their employees. Some managers equated performance coaching to performance management or mentoring. \nThe manager-coaches identified their primary roles as: to enable performance, motivate and inspire, and provide support. The key skills required were highlighted as communication; listening; interpersonal skills; emotional intelligence; empathy; questioning skills, and goal setting. \nIt emerged that good performers are coached less frequently than poor performers. Some managers have a set frequency such as monthly or weekly, whilst others use it as required, in line with their normal leadership style. This finding is considered to be very important to answer the research question: if managers were conducting performance coaching informally and in an ad hoc fashion, did they believe in the benefits and did they see this as a priority in developing their staff?

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