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The influence of coaching on the development of manager’s leadership skills

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Authors:

N.Y.Podolchak, Dr. Sc. (Econ.), Prof., orcid.org/0000-0002-0284-9601, Lviv Politechnic National University, Lviv, Ukraine, e-mail: This email address is being protected from spambots. You need JavaScript enabled to view it.

L.M.Prokopyshyn-Rashkevych, Cand. Sc. (Econ.), orcid.org/0000-0002-6194-8597, Lviv Politechnic National University, Lviv, Ukraine, e-mail: This email address is being protected from spambots. You need JavaScript enabled to view it.

V.Y.Karkovska, Cand. Sc. (Econ.), Assoc. Prof., orcid.org/0000-0003-0178-4137, Lviv Politechnic National University, Lviv, Ukraine, e-mail: This email address is being protected from spambots. You need JavaScript enabled to view it.

Abstract:

Purpose. To reveal the meaning of the conception of internal coaching, identify the management leader styles, their advantages and disadvantages and reveal the development of competencies through the influence of external and managerial coaching in the company.

Methodology. In orderto solve the problem, theoretical and methodological techniques, scientific and theoretical analysis of the literature on the problem under study were used. Works were analyzed in search for common categories with reference to grounded research methodology.

Findings. The leadership styles in management and the circumstances of their applying have been considered in this work. It is defined that only a leader-manager, having appropriate professional competencies, innovative ability to think and organizational capacity, can use the coaching style, which has much more advantages.The methodical recommendations of the creation of the industrial enterprises’ effective system of integral coaching are formulated. The purpose of this system is linked to a proper choice of the management style in accordance with the decomposition of the tasks.

Originality. Coaching has been determined as the core feature of personal and professional development which can enhance knowledge and skills in management, good choice, skillful use of the leadership approaches. It is determined that it is really difficult to take and keep up a leading position in a proper way. Therefore, the authors suggest engaging the external coaching in order to improve the manager’s leadership skills.It is substantiated that the internal coaching should be oriented at the development of professional qualification of workers, their initiative and productivity.

Practical value. It is proven that applying for the external coaching increases managerial competencies and leadership positions. Besides, it allows a company to establish and evolve internal coaching, ensuring the growth of employees’ knowledge, skills and special abilities, developing their potential.

References.

1. Bachkirova, T., Spence, G., & Drake, D. (Eds.) (2016). The SAGE Handbook of Coaching. London, UK: SAGE Publications. Retrieved from: https://www.associationforcoaching.com/resource/resmgr/Webinars/Webinar_13/Webinar_13_Session_3_Resourc.pdf.

2. Atkinson, M., & Chois, R.T. (2009). The Art & Science of Coaching: Inner Dynamics of Coaching (Translated from English). Kyiv: Companion Group.

3. Hamlin, R.G., Ellinger, A.E., & Beattie, R.S. (2009). Toward a profession of coaching? A definitional examination of “coaching,” “organization development,” and “human resource development”. International Journal of Evidence Based Coaching and Mentoring, 7(1), 13-38.

4. Gregory, J.B., & Levy, P.E. (2010). Employee coaching relationships: Enhancing construct clarity and measurement. Coaching: An International Journal of Theory, Research and Practice, 3, 109-123. DOI: 10.1080/17521882.2010.502901.

5. Hagen, M., & Aguilar, M.G. (2012). The impact of managerial coaching on learning outcomes within the team context: An analysis. Human Resource Development Quarterly, 23, 363-388. DOI: 10.1002/hrdq.21140.

6. Dahling, J.J., Ritchie Taylor, S., Chau, S.L., & Dwight, S.A. (2016). Does Coaching Matter? A Multilevel Model Linking Managerial Coaching Skill and Frequency to Sales Goal Attainment. Personnel Psychology, 69, 863-894. DOI: 10.1111/peps.12123.

7. Milner, J., & McCarthy, G. (2014). Leaders as team coaches? Insights from an Australian study. Australian and New Zealand Academy of Management Annual Conference (pp. 1-14). Retrieved from http://ro.uow.edu.au/cgi/viewcontent.cgi?article=1442&context=gsbpapers.

8. Milner, J., & Milner, T. (2018). Most Managers Don’t Know How to Coach People. But They Can Learn. Retrieved from: https://hbr.org/2018/08/most-managers-dont-know-how-to-coach-people-but-they-can-learn.

9. Milner, J., McCarthy, G., & Milner, T. (2017). Training for the coaching leader: How organizations can support managers. Journal of Management Development, 37(2), 188-200. DOI: 10.1108/JMD-04-2017-0135.

10. Grant, A.M. (2014). The Efficacy of Executive Coaching in Times of Organizational Change. Journal of Change Management, 14(2), 258-280. DOI: 10.1080/14697017.2013.80515911.

11. Rock, D., & Donde, R. (2008). Driving organizational change with internal coaching programs: Part One. Industrial and Commercial Training, 40(1), 10-18. DOI: 10.1108/ 00197850810841594.

12. Podolchak, N.Y., Prokopyshyn-Rashkevych, L.M., & Karkovska, V.J. (2014). Coaching as the art of increasing effective implementation of enterprise’s managerial potential. Actual Problems of Economics, 158(8), 147-153.

13. Turner, C., & McCarthy, G. (2015). Coachable Moments: Identifying Factors that Influence Managers to take Advantage of Coachable Moments in Day-to-Day Management. International Journal of Evidence Based Coaching and Mentoring, 13(1), 1-13.

14. Kim, S., & Kuo, M. (2015). Examining the Relationships Among Coaching, Trustworthiness, and Role Behaviors: A Social Exchange Perspective. The Journal of Applied Behavioral Science, 51(2), 152-176. DOI: 10.1177/0021886315574884.

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ISSN (print) 2071-2227,
ISSN (online) 2223-2362.
Journal was registered by Ministry of Justice of Ukraine.
Registration number КВ No.17742-6592PR dated April 27, 2011.

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