Using Coaching to Enhance the Effects of Behavioral Feedback to Managers

Abstract

A field experiment was conducted to assess whether coaching would enhance the effectiveness of a feedback workshop for store managers in a regional supermarket chain. The experimental group of managers received individual coaching several weeks after attending a feedback workshop. The control group of managers also attended a feedback workshop but did not receive the follow-up coaching. Each manager’s use of proactive influence tactics was rated by subordinates (department managers) before the interventions and several months afterward. Coaching significantly increased the use of collaboration with subordinates, but results for the other three “core” tactics were mixed. Likely reasons for the lack of stronger results are identified, and implications for practice are discussed.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 49 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.