Developing a coaching style of management

Simons, Joan (2013). Developing a coaching style of management. In: MacKian, Sara and Simons, Joan eds. Leading, Managing, Caring. Abingdon: Routledge in association with The Open University, pp. 243–266.

Abstract

A survey carried out by the Chartered Institute for Personnel Development found that 47 per cent of managers were using coaching in their work (CIPD, 2007). Yet ‘the manager as coach’ is a relatively new concept (Ellinger et al., 2010). It gained currency with the work of Evered and Seleman (1989), who identified coaching as a core managerial activity. It is now widely recognised that it can be useful for managers to add an understanding of coaching to their repertoire of skills in leading and empowering their staff to maximise their potential. In health and social care, coaching is seen as one way to maximise delivery at the point of service (Foster-Turner, 2006).

Coaching can be defined as:
[A] human development process that involves structured, focussed interaction and the use of appropriate strategies, tools and techniques to promote desirable and sustainable change for the benefit of the person being coached and potentially for other stakeholders.
(Bachkirova et al., 2010, p. 1)
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