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riculum design as well as substance and delivery. Effective coach development facilitates the growth of effective reflective skills as well as resourcefulness, a resilience and capacity to work independently or within a team often known as reciprocity or learning to learn (see Learnacy [ 82 ]). It seems that coaching d... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10668957/ | Expertise in Coach Development: The Need for Clarity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.543 | 0.84 | ["management", "education"] | 484 | Coaching and Development | topic | 2026-03-26T01:04:15.724279 | [
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tice, while also scaffolding those opportunities. Extending coach development opportunities that enable the coach to reflect on and explore their practice while also having the ability to articulate what, how and why an approach is selected and applied. Importantly, creating an environment in which adaptability and cri... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10668957/ | Expertise in Coach Development: The Need for Clarity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.504 | 0.85 | [] | 505 | Coaching and Development | topic | 2026-03-26T01:04:15.724310 | [
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d coach developer are key to achieving expertise. Thus, to consider the application of these ideas in a practical setting, coach development curriculums which begin with theoretical content and rely on a coach’s effective translation of theory into practice may steer coaches away from this desired end. Instead, more pr... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10668957/ | Expertise in Coach Development: The Need for Clarity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.56 | 0.85 | ["crisis", "resume"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.724336 | [
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nt and integrated within the agreed epistemological approach, are more likely to support coaches in progressing towards a level of expertise through effective reflection [ 83 ]. 11. Thematic Discussion This paper was fuelled by a desire to help advance appropriate practices and approaches to the professional developmen... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10668957/ | Expertise in Coach Development: The Need for Clarity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.657 | 0.846 | ["war_conflict", "communication", "career"] | 477 | Coaching and Development | topic | 2026-03-26T01:04:15.724363 | [
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ully move the field of coach development forward. We realise we have presented some complex information which is not always supportive of coach development in its current format(s). We also are mindful that there are many coaches and coach developers who would share our view that there is a need to change—we need exper... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10668957/ | Expertise in Coach Development: The Need for Clarity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.523 | 0.862 | ["philosophy", "communication", "war_conflict"] | 486 | Coaching and Development | topic | 2026-03-26T01:04:15.724390 | [
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rising from the evidence that we presented. 11.1. Why Do We Need/Not Currently Have Clarity? We are strongly advocating the need for clarity—clarity of the role of a coach developer is key to effective performance. As we have shown, there are a variety of definitions for the role of coach developer which often evolve t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10668957/ | Expertise in Coach Development: The Need for Clarity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.506 | 0.878 | ["philosophy"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.724416 | [
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for many organisations, clarity may not be apparent in the system, as the system may not have progressed to meet this new area. It would appear that in many cases, the role of the coach developer has been ‘shoehorned’ to fit existing systems and available resources, contributing to the lack of clarity. We do not have a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10668957/ | Expertise in Coach Development: The Need for Clarity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.647 | 0.84 | [] | 413 | Coaching and Development | topic | 2026-03-26T01:04:15.724437 | [
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developer that clearly articulates roles and aim. The definitions from organisations we presented earlier demonstrate a wide range of interpretations, leaving uncertainty as to the scope of the role. This further complicates the recruitment and deployment of coach developers as well as how they are prepared to fulfil t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10668957/ | Expertise in Coach Development: The Need for Clarity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.643 | 0.83 | [] | 433 | Coaching and Development | topic | 2026-03-26T01:04:15.724461 | [
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n the dynamic environments in which they operate. Much of this can lead to the epistemological confusion that we referenced earlier. Key Takeaways: An accepted definition of the coach developer; Coherent articulation of the role and aims of the coach developer. 11.2. How Will Clarity Help? We stated that our purpose he... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10668957/ | Expertise in Coach Development: The Need for Clarity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.454 | 0.706 | ["decision_making", "war_conflict"] | 491 | Coaching and Development | topic | 2026-03-26T01:04:15.724486 | [
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achieving them while making effective decisions. Without this, there may be a lack of motivation, indecisiveness and a lack of direction or focus—none of which will help coach developers, coaches or sporting organisations. We need to ensure that the underlying philosophy, or mission statement, of an organisation is cle... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10668957/ | Expertise in Coach Development: The Need for Clarity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.455 | 0.852 | ["communication", "decision_making", "motivation", "ethics", "philosophy"] | 511 | Coaching and Development | topic | 2026-03-26T01:04:15.724511 | [
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on must also be visible in a coach developer’s practice and be coherent with their activities and functioning. By having this clarity of purpose, it becomes easier to concentrate on some outcomes—expert coach developers producing expert coaches. Key Takeaways: Clarity provides conceptual and practical understanding; Cl... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10668957/ | Expertise in Coach Development: The Need for Clarity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.497 | 0.826 | [] | 417 | Coaching and Development | topic | 2026-03-26T01:04:15.724534 | [
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y Are We Not Drawing on Research in Other Fields? We have looked extensively at what works in other areas, such as education, medicine, and military contexts, in which people operate in dynamic environments. We have especially concentrated on evaluating the development of expertise within different domains. The shiftin... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10668957/ | Expertise in Coach Development: The Need for Clarity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.461 | 0.856 | ["salary", "war_conflict", "education"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.724558 | [
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king questions, solving problems and being able to synthesise all the available options. The apprenticeship model, especially cognitive apprenticeship, has been shown to add value within the field of education, but this has also expanded to include businesses and the medical environment. Coaches value coach developers ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10668957/ | Expertise in Coach Development: The Need for Clarity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.613 | 0.83 | ["education"] | 440 | Coaching and Development | topic | 2026-03-26T01:04:15.724582 | [
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ould appear to tick the box of situated learning. The social environment is crucial to the success of apprenticeship, enabling access to examples of good practice and varying levels of expertise opportunities to model behaviour, seek advice and understand that multiple solutions are possible. This environment highlight... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10668957/ | Expertise in Coach Development: The Need for Clarity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.432 | 0.856 | ["education"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.724606 | [
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rategies, and many others, we need to carefully evaluate whether these approaches would work in coach development—remember the earlier words ‘everything works somewhere, nothing works everywhere’ [ 45 ] (p. 64). Key Takeaways: Research in other fields is well-established and evidence-informed; We need to be more open t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10668957/ | Expertise in Coach Development: The Need for Clarity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.493 | 0.83 | ["salary", "philosophy"] | 428 | Coaching and Development | topic | 2026-03-26T01:04:15.724630 | [
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the Benefits of Reflection and Critical Thinking? We highlighted the importance of both reflection and critical thinking in the development of expertise—again, we can draw on work in other domains as to the success of these strategies. Why is sport coaching different? Reflection is mandatory within teaching, and the ab... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10668957/ | Expertise in Coach Development: The Need for Clarity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.602 | 0.858 | ["education", "salary"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.724655 | [
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which also reflects an approach seldom taken when researching managerial coaching. Results and Discussion Four research questions are addressed here: 1) What are the behaviors enacted by managers who coach (facilitate the learning of) their employees from the perspective of managers; 2), what are the behaviors enacted ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.648 | 0.706 | ["management", "education", "communication"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.847682 | [
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who coach (facilitate the learning of) their employees from the perspective of managers; and, 4) What are the beliefs held by managers who coach (facilitate the learning of) their employees from the perspective of their employees (coachees)? In addition to thick rich descriptions that illustrate these findings, implica... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.641 | 0.842 | ["management", "education"] | 511 | Coaching and Development | topic | 2026-03-26T01:04:15.847799 | [
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sing the subset of data from the larger study: 1. What behaviors are enacted by managers who coach (facilitate their employees’ learning) from the perspective of the managers?; 2. What behaviors are enacted by managers who coach (facilitate the learning of their employees) from the perspective of their employees (coach... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.599 | 0.844 | ["management", "education"] | 461 | Coaching and Development | topic | 2026-03-26T01:04:15.847835 | [
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Front Psychol . 2024 Jan 5;14:1154593. doi: 10.3389/fpsyg.2023.1154593 Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees Beth Adele Beth Adele 1 Department of Nonprofit Leadership, Petree College of Arts & Sciences, Oklahoma City University, Oklahoma, O... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.629 | 0.852 | ["leadership", "management", "education", "faith_spirituality", "philosophy"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.847866 | [
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lege of Business, The University of Texas at Tyler, Tyler, TX, United States Find articles by Andrea D Ellinger 2 Author information Article notes Copyright and License information 1 Department of Nonprofit Leadership, Petree College of Arts & Sciences, Oklahoma City University, Oklahoma, OK, United States 2 Department... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.548 | 0.702 | ["education", "philosophy", "leadership", "faith_spirituality"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.847895 | [
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ilburg University, Tilburg, Netherlands Reviewed by: Yaron Prywes, Columbia University, United States; John Schaffner, The Ohio State University, United States ✉ *Correspondence: Beth Adele, Adele_Beth@yahoo.com Received 2023 Jan 30; Accepted 2023 Oct 4; Collection date 2023. Copyright © 2024 Adele and Ellinger. This i... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.495 | 0.818 | ["education", "innovation"] | 425 | Coaching and Development | topic | 2026-03-26T01:04:15.847921 | [
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the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.634 | 0.846 | ["management", "innovation"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.847949 | [
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n Managerial coaching is considered a powerful developmental intervention in the workplace that has gained tremendous popularity in recent years. A growing base of scholarship examining the efficacy of this form of coaching has identified numerous benefits, primarily for employees receiving this form of coaching, and s... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.492 | 0.85 | ["management", "salary", "philosophy"] | 511 | Coaching and Development | topic | 2026-03-26T01:04:15.847974 | [
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under-explored is the beliefs that managers have about coaching. Since beliefs often guide behaviors, obtaining a more robust understanding of the beliefs that guide managers who serve as coaches is warranted and several scholars have called for more research on this aspect of managerial coaching. Therefore, the study ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.598 | 0.846 | ["management", "war_conflict", "education"] | 488 | Coaching and Development | topic | 2026-03-26T01:04:15.848002 | [
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rehensive understanding of their guiding beliefs. Methods These specific findings are drawn from a larger qualitative multi-case study employing an adaptation of the critical incident technique that was designed to examine the beliefs, behaviors, and learning and development outcomes for both managers who coach and the... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.64 | 0.846 | ["education", "management"] | 511 | Coaching and Development | topic | 2026-03-26T01:04:15.848033 | [
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managerial beliefs, coaching behaviors, employee coaching, critical incident technique 1. Introduction Coaching has emerged as a powerful developmental approach in the workplace. There are various types of coaching and coaches; however, one form of coaching that is becoming more prominent is coaching by managers. Often... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.508 | 0.85 | ["management", "education", "philosophy"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.848059 | [
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ger serving as a coach, or facilitator of learning, in which he or she [they] enacts specific behaviors that enable his/her [their] employee (coachee) to learn, develop, and improve his/her [their] performance” ( Ellinger et al., 2011 , p. 76). A growing base of research examining the efficacy of this type of coaching ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.628 | 0.864 | ["education", "philosophy", "salary", "governance"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.848088 | [
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nce ( Hagen, 2012 ; Lawrence, 2017 ; Ellinger et al., 2018 ). Much less is known about the benefits that managers may derive from coaching, and another important void in the existing literature pertains to managers’ beliefs about coaching – in essence, why managers coach ( Ellinger et al., 2018 ; Carvalho et al., 2022 ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.443 | 0.862 | ["management", "salary", "governance"] | 486 | Coaching and Development | topic | 2026-03-26T01:04:15.848136 | [
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ews, and mindsets are often used interchangeably. Understanding beliefs is important because beliefs often guide behavior ( Ellinger and Bostrom, 2002 ). At present, very little research has examined managers’ beliefs when serving as coaches or employee developers ( Ellinger and Bostrom, 2002 ; Heslin et al., 2006 ; Mi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.488 | 0.858 | ["management", "war_conflict"] | 511 | Coaching and Development | topic | 2026-03-26T01:04:15.848182 | [
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eliefs and calls have been made for more research on this aspect of managerial coaching ( Ellinger et al., 2018 ; Carvalho et al., 2022 ). Therefore, the purpose of the study reported here is to examine the beliefs and behaviors of managers who coach, both from their perspective and that of their coachees. More specifi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.54 | 0.858 | ["management", "education"] | 490 | Coaching and Development | topic | 2026-03-26T01:04:15.848222 | [
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the perspectives of managers and their coachees. These findings represent a subset of findings drawn from a larger study. In the sections that follow, the relevant extant literature on managerial coaching, behaviors, and beliefs is reviewed. The design and methods undertaken to conduct this research is described. The s... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.66 | 0.824 | ["management", "education"] | 425 | Coaching and Development | topic | 2026-03-26T01:04:15.848251 | [
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ssed and situated within the existing literature. Implications for theory, research, and practice are considered, and the article concludes with limitations and directions for future research. 1.1. Review of the literature and conceptual grounding This section reviews the extant literature about managerial coaching, ma... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.658 | 0.812 | ["management"] | 420 | Coaching and Development | topic | 2026-03-26T01:04:15.848279 | [
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ch that has explored managerial coaching beliefs. It then introduces concepts drawn from Argyris and Schön (1996) that provide insight about managerial reasoning and beliefs which serves as the theoretical underpinning for this qualitative multi-case study. 1.1.1. Managerial coaching Coaching can be traced back in hist... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.457 | 0.682 | ["management", "resume", "education", "philosophy"] | 447 | Coaching and Development | topic | 2026-03-26T01:04:15.848308 | [
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Orth et al. (1987) and Evered and Selman (1989) . In particular, Evered and Selman (1989) considered coaching to be a core managerial activity. Various managerial taxonomies have suggested that managers have training, coaching, and development roles, and some early research explored sales managers’ coaching behaviors (... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.491 | 0.858 | ["management", "communication"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.848334 | [
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ls for research that have been addressed by a number of scholars ( Ellinger, 1997 ; Ellinger et al., 1999 ; Beattie, 2002 ; McLean et al., 2005 ; Park et al., 2008 ; Dixey, 2015 ). In subsequent comparative analyses of studies examining managerial coaching behavior and behaviors associated with managerial and leadershi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.633 | 0.84 | ["management", "leadership", "communication"] | 435 | Coaching and Development | topic | 2026-03-26T01:04:15.848362 | [
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g to be at the heart of managerial effectiveness. Since then, managerial coaching research has flourished with studies examining its efficacy, outcomes for coachees, with limited attention being given to outcomes for managers and explications of managers’ beliefs about coaching ( Ellinger and Bostrom, 2002 ; Hunt and W... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.49 | 0.85 | ["management"] | 492 | Coaching and Development | topic | 2026-03-26T01:04:15.848402 | [
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nagerial coaching behaviors and beliefs. 1.1.1.1. Behaviors of managerial coaches An established base of literature identifying managerial coaching behaviors and the requisite skills managers need to coach exists. Beyond behaviors articulated by Graham et al. (1994) and Orth et al. (1987) , Ellinger (1997) examined exe... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.494 | 0.684 | ["management", "education"] | 455 | Coaching and Development | topic | 2026-03-26T01:04:15.848439 | [
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, coach them. Ellinger (1997) and Ellinger et al. (1999) developed a taxonomy that identified 13 managers’ coaching behaviors within 2 clusters, those that facilitated and those that empowered employees (coachees). Following this research, Beattie (2002) conducted a similar qualitative study in the Scottish social serv... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.613 | 0.836 | ["management", "education"] | 473 | Coaching and Development | topic | 2026-03-26T01:04:15.848467 | [
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f 9 categories. Shortly thereafter, Hamlin et al. (2006) conducted a cross-cultural comparative analysis of the managerial coaching behaviors identified by Ellinger (1997) , Ellinger and et al. (1999) , and Beattie (2002) along with Hamlin’s (2004) managerial and leadership effectiveness behaviors and found a high degr... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.631 | 0.852 | ["leadership", "management", "governance"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.848492 | [
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Lawrence (2017) and other scholars’ research ( Beattie, 2002 ; Amy, 2008 ; Hagen and Peterson, 2014 ) which appear in Table 1 . Although Table 1 includes content that reflects behavioral and skill-based perspectives, we adopt a behavioral perspective in the findings we report here. Table 1. Managerial coaching behavior... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.469 | 0.862 | ["management", "governance"] | 490 | Coaching and Development | topic | 2026-03-26T01:04:15.848588 | [
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) * Heslin et al. (2006) * Amy (2008) Park et al. (2008) * Gilley et al. (2010) * Gregory and Levy (2010) * David and Matu (2013) ** Behavior clusters Behavior clusters Coaching behavior measure Behavioral observation Scale Behavior clusters Measurement model of coaching skills Skills and behaviors of managerial coachi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.608 | 0.854 | ["management", "networking"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.848618 | [
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ncourage employees to think through issues Being a resource – removing obstacles Transferring ownership to employees Holding back – not providing the answers Facilitating Cluster of Behaviors: Providing feedback to employees Soliciting feedback from employees Working it out together – talking it through Creating and pr... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.581 | 0.69 | ["education"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.848643 | [
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ives – getting them to see differently Using analogies, scenarios and examples Engaging others to facilitate learning Facilitating Cluster of Behaviors: Thinking – reflective or prospective thinking Informing – sharing knowledge Empowering – delegation, trust Assessing – feedback and recognition, identifying developmen... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.595 | 0.68 | ["education", "strategy", "career", "philosophy"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.848670 | [
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Caring – support, encouragement, approachable reassurance, commitment/ involvement, empathy Developing others Challenging employees to stretch themselves Using analogies, scenarios, and examples Broadening employees’ perspectives – getting them to see things differently Providing feedback to employees Soliciting feedba... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.56 | 0.678 | [] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.848693 | [
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ing expectations Stepping into other to shift perspectives Guidance Facilitation Inspiration Facilitating: Asking questions of followers Clarifying to establish mutual understanding Delegating learning projects to followers Teaching through overt instruction and sharing information Upholding existing standards and main... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.594 | 0.666 | ["decision_making", "motivation", "education", "philosophy"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.848723 | [
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holders before making decisions Empowering followers to make autonomous decisions Experimenting through brainstorming and exploring alternatives Communicating and Relating: Customizing learning episodes to address individual needs Emoting to connect with followers Motivating by sharing recognition and providing incenti... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.542 | 0.67 | ["decision_making", "communication", "agents", "education"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.848756 | [
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l concerns Cultivating subject matter experts Documenting best practices Documenting processes and procedures Involving upper management Ineffective Behaviors: Failing to respond to followers thereby neglecting learning Relating to followers in an authoritarian manner Responding to followers in a defensive manner Open ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.592 | 0.682 | ["communication", "management", "motivation", "career", "education"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.848828 | [
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ge growth and development Genuineness of the relationship Effective communication Comfort with the relationship Facilitating development Encourage others to find own solutions Empower others Offer guidance rather than solutions Offer positive feedback Offer negative constructive feedback Ask for feedback Develop plans ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.578 | 0.682 | ["networking", "communication", "education"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.848865 | [
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e analogies, scenarios, examples Bring in others to facilitate learning when required Open in a new tab * ( Hagen and Peterson (2014) ; Lawrence (2017) , pp. 49-50). ** ( Lawrence (2017) , pp. 49-50). 1.1.1.2. Beliefs of managerial coaches Despite the prevalence of managerial coaching in organizational contexts, Carval... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.448 | 0.698 | ["management", "governance", "education", "motivation", "crisis"] | 493 | Coaching and Development | topic | 2026-03-26T01:04:15.848894 | [
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s accrue from coaching…seems warranted” (p. 286). Understanding the “why” aspect of why managers coach and most especially the beliefs managers may hold in the black box of their minds has been considerably under-researched ( Ellinger and Bostrom, 2002 ; Misiukonis, 2011 ; Campbell and Evans, 2016 ). Terms such as beli... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.427 | 0.866 | ["management", "war_conflict"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.848920 | [
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nterchangeably, but they are important to understand because they often influence “how we understand the world and how we take action” ( Senge, 2006 , p. 8). However, the action theories of managers who coach, or their beliefs or mindsets, have not been widely researched and according to Barrero (2022) , “until recentl... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.588 | 0.862 | ["management"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.848945 | [
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coaching, Ellinger and Bostrom (2002) were among the first scholars to analyze exemplary managers’ coaching beliefs. They identified five clusters of beliefs that formed three major categories of beliefs as presented in Table 2 . They also developed a conceptual framework suggesting that a manager’s beliefs, through th... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.633 | 0.842 | ["management", "education", "philosophy"] | 480 | Coaching and Development | topic | 2026-03-26T01:04:15.848970 | [
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s, manager outcomes, and organizational outcomes. Misiukonis (2011) was next to embark upon a phenomenological study to examine middle managers’ beliefs about organizational coaching and their coaching practices which resulted in seven clusters which formed four categories of beliefs also depicted in Table 2 . Anderson... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.627 | 0.832 | ["management", "networking", "education", "philosophy"] | 490 | Coaching and Development | topic | 2026-03-26T01:04:15.848998 | [
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cacy were predictive of their coaching behaviors. Campbell and Evans (2016) continued to explore beliefs of managers as facilitators of learning in a public utility organization using Ellinger and Bostrom’s (2002) model. Table 2. Beliefs held by managers as facilitators of learning. Ellinger and Bostrom (2002 , p. 155–... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.628 | 0.714 | ["education", "management"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.849024 | [
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s and capabilities: Beliefs about roles: My role is to facilitate learning and development – this is what I do Coaching is all about people – helping them to grow and develop There is a difference between coaching and management – role distinction Management is telling people what to do Beliefs about capabilities: I ca... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.498 | 0.724 | ["management", "networking", "education"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.849050 | [
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trust and building relationships is critical Category 2: Beliefs held by facilitators of learning about the learning process and learning: Beliefs about the learning process: Feedback is important Integrate learning with work Learners must be encouraged to learn for themselves Beliefs about learning: Learning is import... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.43 | 0.702 | ["education", "networking"] | 511 | Coaching and Development | topic | 2026-03-26T01:04:15.849074 | [
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t be willing to learn – learning is not one-way Learners need a solid information foundation Learnings need to understand the ‘why’s Beliefs held by managers about their roles, skills, and capabilities: Facilitator skills, experience, and self-belief Managing skills risk and succession planning Beliefs held by managers... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.461 | 0.694 | ["education", "management", "strategy", "philosophy"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.849098 | [
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d self-belief Learning is enabled through feedback Beliefs held by managers about learners: People are individuals People need to take ownership and problem-solve People need help to see the bigger picture People need support to develop confidence Beliefs held by managers about leadership and the environment: Creating ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.477 | 0.702 | ["leadership", "management", "education"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.849122 | [
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ing Beliefs about own role as a middle manager Beliefs about organisation and management: Beliefs about organization Beliefs about management Beliefs about subordinates: Beliefs about subordinates (coachees) Beliefs about coaching: Beliefs about coaching as an approach Beliefs about coaching as a practice in organisati... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.489 | 0.7 | ["management"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.849147 | [
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2002) , however, they found two new beliefs that reflect managers’ beliefs about serving as role models, and the beliefs that managers should manage skill-related risk and succession planning also noted in Table 2 . For Hunt and Weintraub (2002 , 2017 ), the coaching mindset is a set of beliefs and attitudes that manag... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.456 | 0.868 | ["management", "strategy", "networking"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.849171 | [
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portant, an attitude of helpfulness, less need for control, empathy in dealing with others, openness to personal learning and receiving feedback, the belief in setting high standards, a desire to help others to develop, employee development is not a ‘sink or swim’ approach, people are not to be “fixed,” and a belief th... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.475 | 0.872 | ["management", "education"] | 511 | Coaching and Development | topic | 2026-03-26T01:04:15.849196 | [
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ng beliefs have been made ( Ellinger et al., 2018 ; Carvalho et al., 2022 ). 1.1.2. Conceptual grounding The study reported here drew upon Argyris and Schön’s (1996) and Argyris’ (1991) concept of theory-in-use to better understand managerial coaching behavior as reported by managers and their respective employees. Ove... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.469 | 0.862 | ["management", "education", "philosophy"] | 511 | Coaching and Development | topic | 2026-03-26T01:04:15.849231 | [
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r understand the disconnects between two types of theories of action, espoused theory of action, and theory-in-use. For these scholars, theory-in-use reflects an action theory of the actual behaviors that managers enact. They suggest that there is often a discrepancy between what they term, espoused theory of action, w... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.516 | 0.836 | ["management"] | 433 | Coaching and Development | topic | 2026-03-26T01:04:15.849275 | [
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are doing versus how they really act in practice. They contend that defensive reasoning plays a part in this inconsistency but that managers can be taught to identify such inconsistencies in their theories of actions so that they can reason productively and that it is possible to “change the master programs in their he... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.477 | 0.864 | ["philosophy", "management", "education"] | 511 | Coaching and Development | topic | 2026-03-26T01:04:15.849304 | [
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ollection, and analysis approaches employed. 2.1. Design of the study The subset of findings reported here are drawn from a larger qualitative, multi-case study that used an adaptation of the Critical Incident Technique ( Ellinger and Watkins, 1998 ; Chell, 2004 ; Gremler, 2004 ; Butterfield et al., 2005 , 2009 ; Watki... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.531 | 0.858 | ["education", "interview"] | 511 | Coaching and Development | topic | 2026-03-26T01:04:15.849333 | [
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of interpretivism and the ontological orientation of constructionism which suggest that people construct their own meaning of the world from their unique experiences ( Privitera and Ahlgrim-Delzell, 2019 ). The intent of the primary author and researcher was to obtain an “empathetic understanding of human action rather... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.523 | 0.85 | [] | 457 | Coaching and Development | topic | 2026-03-26T01:04:15.849355 | [
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ch human action ( Bryman and Bell, 2011 , p. 16). A total of 12 managers and one of each of their respective, directly-reporting employees comprised the managerial coaching dyads and each dyad served as one case, bounded system, reflecting the multi-case design ( Merriam and Tisdell, 2016 ; McWhorter and Ellinger, 2018... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.591 | 0.844 | ["management", "communication", "education"] | 424 | Coaching and Development | topic | 2026-03-26T01:04:15.849381 | [
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oyees) from the perspective of managers?; and, 4. What beliefs are held by managers who coach (facilitate the learning of their employees) from the perspective of their employees (coachees)? 2.1.1. Sample selection The 12 managers were recruited through nominations from two third-party, coach/trainers, who were externa... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.62 | 0.692 | ["management", "networking", "career", "economy", "education"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.849407 | [
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llowing them to identify exemplary managers who coach (facilitate the learning of) their employees. The nominators were instructed to use the following criteria to identify and nominate exemplary managers and their respective subordinate employees: 1. the nominating professional must perceive the manager to be an exemp... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.487 | 0.842 | ["management", "education", "networking", "career"] | 489 | Coaching and Development | topic | 2026-03-26T01:04:15.849432 | [
0.022477902472019196,
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nship with their employee for at least 1 year; 3. the manager must identify with serving as a coach/developmental manager/leader of their directly reporting employee in the workplace and recall developmental interactions with their employees; 4. the manager must be willing to nominate their employee (coachee) to partic... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.46 | 0.836 | ["management", "education", "leadership"] | 446 | Coaching and Development | topic | 2026-03-26T01:04:15.849456 | [
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receptive to participating in the study; and, 5. the manager must be available for a face-to-face interview for up to 60 minutes and their employee must also be available to participate in a separate face-to-face interview for up to 60 minutes. After being contacted by the primary researcher, the nominated managers, up... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.377 | 0.846 | ["interview", "management", "education"] | 470 | Coaching and Development | topic | 2026-03-26T01:04:15.849494 | [
-0.014366413466632366,
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-... | ||
g employees for a separate, individual interview. In addition to collecting consent forms from participants, some demographic and background information was collected that included title, time as a manager, self-reported gender, number of employees in the organization, organization industry, and geography of organizati... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.529 | 0.824 | ["management", "philosophy", "interview", "economy"] | 424 | Coaching and Development | topic | 2026-03-26T01:04:15.849528 | [
-0.004511898849159479,
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anagerial experience with an average of 19 years. Table 3 presents a summary of the collected information for each participant and their assigned pseudonyms. Table 3. Summary of sample demographics. Participant set Pseudonym Self-reported gender Title NAICS 2-Number code industry Firm size 1 Noel F CFO/COO Health care ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.509 | 0.854 | ["career", "economy", "philosophy"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.849555 | [
0.00829022191464901,
0.005134108010679483,
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, and technical services <20 2 Tammy F Designer/project manager Professional, Scientific, and technical services <20 3 Jim M CEO Heating and air-conditioning 20–49 3 John M Electrical manager Heating and air-conditioning 20–49 4 Matt M Owner/Manager Manufacturing 20–49 4 Max M Production manager Manufacturing 20–49 5 S... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.541 | 0.702 | ["management", "career"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.849583 | [
-0.04318681359291077,
-0.024132870137691498,
0.027561312541365623,
0.01136443018913269,
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keting Construction <20 6 Brenda F Sales assistant Construction <20 7 Ken M Director of sales and marketing Finance and insurance 100–249 7 Kyle M Sales manager Finance and insurance 100–249 8 Darla F Senior district manager Retail trade >1,000 8 Daisy F Executive sales rep Retail trade >1,000 9 Philip M Fellow Profess... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.529 | 0.708 | ["management", "career", "economy", "war_conflict"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.849608 | [
-0.020643729716539383,
-0.028389662504196167,
0.04022447392344475,
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a F President/CEO Health care and social assistance 100–249 10 Allison F Executive director Health care and social assistance 100–249 11 Charles M CEO/Co-Owner Construction <20 11 Carla F Vice president of sales and marketing Construction <20 12 Randy M President Manufacturing 20–49 12 Roger M Marketing manager Manufac... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.515 | 0.862 | ["management"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.849632 | [
-0.0388040766119957,
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0.07052850723266602,
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ns, 1998 ; Chell, 2004 ; Gremler, 2004 ; Butterfield et al., 2005 , 2009 ; Watkins et al., 2022 ) and semi-structured interviews were the primary data collection approaches. Ellinger and Watkins (1998) adapted Flanagan’s (1954) CIT approach by incorporating elements of the Marsick and Watkins (1990) Informal and Incide... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.553 | 0.85 | ["education", "philosophy", "interview"] | 491 | Coaching and Development | topic | 2026-03-26T01:04:15.849666 | [
0.009776480495929718,
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ctive behaviors and outcomes in the larger study. The primary researcher conducted in-person, semi-structured interviews seeking to obtain at least 2 critical incidents from each individual participant. Separate interviews lasting approximately 60 minutes were conducted with each participant. Twelve managers and their ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.525 | 0.81 | ["interview", "management", "education"] | 411 | Coaching and Development | topic | 2026-03-26T01:04:15.849704 | [
-0.009990686550736427,
0.06622418761253357,
-0.006301885936409235,
0.014986922033131123,
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0.08284959942102432,
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0.025210145860910416,
0.02825401909649372,
-0.05651123449206352,
-0.06344772130250931,
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terviewed gleaning 48 or more critical incidents. All interviews were digitally recorded and transcribed with participants’ permissions, and field notes and observations were collected during the interviews to assist in the analysis phase. Data analysis consisted of both deductive and inductive approaches. The initial ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.536 | 0.846 | ["interview", "management", "philosophy"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.849742 | [
-0.0031161007937043905,
0.041487712413072586,
0.01271870732307434,
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0.021636324003338814,
0.032479893416166306,
0.05408283695578575,
-0.02333707921206951,
-0.... | ||
ployees regarding their behaviors, beliefs, and outcomes in the larger study. This deductive approach using a priori content categories was an initial sorting device for the data collected from the critical incidents and the semi-structured interviews. These data were sorted into these initial broad categories using de... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.512 | 0.852 | ["education", "interview"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.849782 | [
0.03605221211910248,
0.001732510980218649,
0.004282573238015175,
-0.03442419320344925,
0.01148392353206873,
0.050022631883621216,
0.0008475772920064628,
0.05334803834557533,
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0.07451022416353226,
0.10407126694917679,
0.04775727540254593,
0.014212539419531822,
0.027997... | ||
ors were defined as actions, or set of actions that managers enact when they perceive they are coaching their employees ( Ellinger et al., 1999 ). Beliefs were defined as “a set of personal and professional assumptions and worldviews that guide action” ( Ellinger et al., 1999 , p. 111). Following the deductive approach... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.577 | 0.866 | ["management", "career"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.849824 | [
-0.05251868814229965,
0.027893219143152237,
-0.0319838784635067,
-0.03816334158182144,
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0.05108621343970299,
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0.08546894788742065,
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0.11363247036933899,
0.05752500891685486,
0.05805... | ||
comparative analysis ( Strauss and Corbin, 1990 ) within these broader content categories to derive themes and subthemes that emerged within the categories. Once the themes and subthemes were established, the complete transcriptions of the interviews were coded using computer-assisted qualitative data analysis software... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.532 | 0.84 | ["interview", "war_conflict"] | 506 | Coaching and Development | topic | 2026-03-26T01:04:15.849864 | [
0.022020170465111732,
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rategies were used ( Merriam and Tisdell, 2016 ). To achieve triangulation of data, multiple sources of data were obtained including the semi-structured interviews with managers and their respective employees, critical incidents from each member of each dyad, observations, and field notes. Member checks were conducted ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.345 | 0.846 | ["interview", "management"] | 508 | Coaching and Development | topic | 2026-03-26T01:04:15.849905 | [
-0.02445492334663868,
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0.0152300288900733,
0.05174887180328369,
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0.02059810422360897,
0.001884... | ||
or add to their responses prior to data analysis. To support the dependability and confirmability of the study, dissertation committee members reviewed transcripts and contributed to the inductive constant comparative analysis through peer reviews. Respondent validation was performed by sending the derived themes and s... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.515 | 0.838 | ["career", "education", "philosophy"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.849953 | [
-0.017912229523062706,
0.016459330916404724,
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0.011418414302170277,
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ng of critical incidents and the thematic analysis were developed, and an audit trail was implemented and managed throughout the duration of the study. Digital and hard copy storage of transcripts and all verbal and written communication were kept as components of the audit trail to enhance the rigor of the study. 3. F... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.512 | 0.834 | ["education", "communication"] | 432 | Coaching and Development | topic | 2026-03-26T01:04:15.849997 | [
-0.02171466499567032,
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ssing the four aforementioned research questions. Tables 4 and 5 each provide a summary of these themes and subthemes which are illustrated with subsequent participant quotations. Table 4. Managers’ behaviors themes when managers are serving as coaches. Managers’ perspectives of their enacted behaviors when serving as ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.616 | 0.844 | ["management"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.850039 | [
0.015115885995328426,
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0.03797087445855141,
0.007171401288360357,
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0.02088840864598751,
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le as developmental manager – 11/35 Providing feedback – 6/8 Prioritizing and organizing – 5/10 Assessing employee behavior – 4/8 Providing accountability – 2/5 Providing resources – 1/2 Delegating – 1/1 Accepting the managerial role – 1/1 Fosters professional learning environment – 11/27 Asking employee to self-reflec... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.597 | 0.704 | ["management", "leadership", "career", "education"] | 511 | Coaching and Development | topic | 2026-03-26T01:04:15.850084 | [
-0.014567162841558456,
0.027514778077602386,
0.048363327980041504,
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0.016220325604081154,
0.017109043896198273,
-0.01610681228339672,
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0... | ||
thers – 8/21 Promoting and developing employees – 5/12 Teaching technical skill – 2/2 Fosters open, relational communication – 7/21 Establishing rapport through trust and communication – 7/19 Adjusting style for individual employees – 1/1 Observing employees managing – 1/1 Empowers and develops employees – 12/48 Develo... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.517 | 0.7 | ["communication", "management"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.850127 | [
-0.043765611946582794,
-0.03153272718191147,
0.01926375925540924,
0.01918015070259571,
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0.08235697448253632,
0.021958855912089348,
0.009087864309549332,
0.... | ||
ployees – 2/4 Participating in business – 2/2 Fosters open, relational communication – 11/44 Accepting-soliciting feedback −10/21 Communicating expectations – 7/11 Listening – 5/8 Communicating managerial beliefs – 2/2 Encouraging questions – 1/1 Fosters professional learning environment – 11/21 Intentionally schedulin... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.612 | 0.692 | ["management", "leadership", "communication", "career", "education"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.850158 | [
-0.009389541111886501,
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0.035364191979169846,
0.015692107379436493,
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0.05333703011274338,
-0.010928465984761715,
-0.06311666965484619,
0... | ||
9/20 Providing feedback-correction – 7/14 Prioritizing – 3/4 Providing accountability – 2/2 Managers’ perspectives of their enacted behaviors when serving as coaches Employees’ perspectives as coachees of managers’ enacted behaviors when serving as coaches Managers’ capacity-building behavior Commitment to self-learnin... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.601 | 0.698 | ["management", "education", "philosophy"] | 511 | Coaching and Development | topic | 2026-03-26T01:04:15.850185 | [
0.06147633120417595,
-0.022117745131254196,
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0.027553590014576912,
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0.07147097587585449,
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0.019520264118909836,
0.09090245515108109,
-0.005223833490163088,
0.001... | ||
of 12), and Y represents the number of references. Table 5. Managers’ beliefs themes when managers are serving as coaches. Managers’ beliefs Managers’ perspectives of their beliefs when serving as coaches Employees’ perspectives as coachees of managers’ beliefs when Serving as coaches Beliefs about self-awareness – 11/... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.468 | 0.856 | ["management", "war_conflict", "education"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.850210 | [
0.06962527334690094,
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0.10823239386081696,
-0.003011000342667103,
-0... | ||
ses – 5/6 Belief about learning from employees – 2/4 Belief that one can only change oneself – 1/2 Beliefs about learning – 11/26 Belief that learning continually happens – 6/7 Belief that all should and can learn – 5/11 Belief that uncomfortable experiences lead to learning – 2/4 Belief that one must seek to understan... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.513 | 0.734 | ["education", "management"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.850236 | [
0.040110159665346146,
-0.045122358947992325,
0.025233173742890358,
0.04356921836733818,
0.022220365703105927,
0.01697816513478756,
0.09184611588716507,
-0.06894650310277939,
0.0306717436760664,
-0.014827094040811062,
-0.0022100112400949,
0.05034242197871208,
-0.037140268832445145,
-0.02194... | ||
ees – 6/7 Belief that the manager role is employee-role alignment 6/6 Belief that manager role is employee learning and success – 3/7 Belief that managers are to hold employees accountable – 2/2 Belief that managing comes naturally – 1/1 Beliefs about context for facilitating learning – 8/20 Belief that trust and hones... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.421 | 0.724 | ["management", "education"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.850259 | [
0.030494220554828644,
-0.033450424671173096,
-0.002504991367459297,
-0.007398360874503851,
0.03607948124408722,
0.0070964740589261055,
0.08414830267429352,
-0.0636506900191307,
0.04920827969908714,
0.025953780859708786,
0.04344894364476204,
0.0305375624448061,
-0.0005460076499730349,
-0.02... | ||
re of respect – 1/1 Belief in systems – 1/1 Beliefs about knowing my employees – 8/18 Belief that individuals are different – 4/9 Belief about employee strengths – 4/4 Belief about relying on employee skills – 3/3 Belief that people do not want to disappoint – 1/1 Belief that employee body language is telling – 1/1 Bel... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.553 | 0.73 | ["management", "leadership"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.850287 | [
0.053943514823913574,
-0.04583987966179848,
-0.010848373174667358,
-0.009760917164385319,
-0.009915712289512157,
-0.005602017976343632,
0.06943923979997635,
-0.06095701456069946,
0.04910075291991234,
-0.022622236981987953,
-0.006427244748920202,
0.027510682120919228,
0.013349216431379318,
... | ||
– 3/3 Belief that you lead by example – 2/5 Belief that communication is important – 1/1 Belief that one should keep a big-picture perspective – 1/1 Belief that listening is important – 1/1 Belief that managing is like parenting – 1/1 Beliefs about knowing each other – 5/10 Belief that informal relationships are import... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.46 | 0.724 | ["management", "leadership", "communication", "ethics", "networking"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.850312 | [
0.08033331483602524,
-0.047556087374687195,
-0.00848977081477642,
0.016186119988560677,
-0.008634205907583237,
-0.003418711945414543,
0.06403351575136185,
-0.0835389792919159,
0.04651350900530815,
-0.007651702035218477,
0.04344768077135086,
0.0051370351575315,
-0.026859283447265625,
0.0084... | ||
style – 4/5 Belief that the manager values relationships – 2/2 Belief that the manager has positive intent – 1/1 Belief that the manager values communication – 1/1 Belief about learning – 2/2 Open in a new tab Numbers provided in format X/Y – X represents the number of participants (out of 12), and Y represents the num... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.603 | 0.87 | ["management", "ethics", "communication", "networking", "education"] | 511 | Coaching and Development | topic | 2026-03-26T01:04:15.850351 | [
0.08822453767061234,
-0.036149825900793076,
0.0006185545935295522,
-0.03852645680308342,
-0.013193991966545582,
0.05440613627433777,
0.08397389203310013,
-0.04358963295817375,
0.05016200989484787,
-0.010995200835168362,
-0.004297500941902399,
0.06603192538022995,
0.030282478779554367,
0.00... | ||
s Managers’ Perspectives of Their Enacted Behaviors When Serving as Coaches . The broad themes include manages employees in roles as developmental manager , fosters professional learning environment , empowers and develops employees , fosters open, relational communication , and one that will be presented later in this... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.64 | 0.832 | ["management", "education", "communication", "career"] | 429 | Coaching and Development | topic | 2026-03-26T01:04:15.850391 | [
0.017691439017653465,
0.018819686025381088,
-0.01999170519411564,
0.016820942983031273,
0.033209338784217834,
0.08389826118946075,
0.01837255246937275,
-0.0284066554158926,
0.010632402263581753,
0.049426041543483734,
0.009775154292583466,
0.0713994950056076,
-0.00176565523725003,
-0.017352... | ||
emes are listed in Table 4 in order of frequency. Eleven of the 12 managers spoke of their management of employees as a part of their developmental managerial roles resulting in 35 references about the behavior. The behaviors enacted pertain to what the managers perceive as the duties that fall within the title of mana... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.556 | 0.86 | ["management"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.850419 | [
0.009828774258494377,
-0.01235723402351141,
0.07379533350467682,
0.007998468354344368,
-0.002522627590224147,
-0.020835766568779945,
0.07129530608654022,
-0.0034154511522501707,
-0.003794607473537326,
0.021884595975279808,
0.030831797048449516,
-0.037424568086862564,
0.035405274480581284,
... | ||
ntability , providing resources , delegating , and accepting the managerial role . This theme is depicted through the following sample of quotes: Randy spoke of providing feedback with a guided approach in “helping her [employee] put a little more structure to it, maybe changing the direction a little bit, or focusing ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10797112/ | Managerial coaches’ enacted behaviors and the beliefs that guide them: perspectives from managers and their coachees - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.583 | 0.87 | ["management", "career", "salary"] | 512 | Coaching and Development | topic | 2026-03-26T01:04:15.850447 | [
-0.012648550793528557,
0.054362792521715164,
-0.03139624372124672,
0.03498326241970062,
0.04155522212386131,
0.050003781914711,
0.08967632055282593,
-0.03834822028875351,
-0.04673289135098457,
-0.018743151798844337,
-0.04993612319231033,
0.023212486878037453,
-0.05080605298280716,
-0.01783... |
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