Managerial Coaching Competencies Used by Managers for Performance Improvement

Abstract

This qualitative study identified the process through which managerial coaches use coaching competencies to improve their direct reports’ performance. Eight participants with managerial experience representing four organizations were interviewed and presented cards with the 10 most frequently cited competencies from managerial coaching literature for them to arrange into a representation of their coaching process. Findings revealed that (a) participants used all of the competencies, (b) they used them daily, and (c) each participant had a unique process of using coaching competencies. Three competencies were identified by the participants as overarching, foundational, or most important: supportive environment, communication, and listening. All eight participants indicated that their success rate in coaching their direct reports for performance improvement was at or near 80% overall. This article illustrates that competencies can be effectively and successfully used in various ways as part of a manager's coaching process.

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 — 5 citations exist upstream.

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