Ability, motivation and opportunity: managerial coaching in practice
The practice of managerial coaching is increasing globally, although there is still comparatively little research into it. Using an online survey, we examined the practice of managerial coaching in Australian organisations through Appelbaum et al.'s Ability Motivation Opportunity framework. A thematic analysis of 580 responses revealed that managers regularly coached their own employees and were motivated by the outcomes they achieved through coaching. Emerging strongly from this research was the delight managers took in seeing their employees transform, as well as improved relationships and the (re )building of trust. Furthermore, coaching resulted in employees becoming more innovative and ready for change. However, managers did not always have the opportunity to undertake coaching due to time constraints or their dual role as a coaching manager. We shed further light on the motivation of managers and we offer recommendations for HR departments seeking to foster managerial coaching in their organisations. The key takeaway is that managerial coaching is a powerful approach to leadership. Disciplines Business Publication Details McCarthy, G. Milner, J. (2019) Ability, motivation and opportunity: managerial coaching in practice. Asia Pacific Journal of Human Resources, Online First 1 22. This journal article is available at Research Online: https:/ro.uow.edu.au/gsbpapers/566 Ability, motivation and opportunity managerial coaching in practice McCarthy, G. University of Wollongong Australia Milner, J. EDHEC, France Abstract The practice of managerial coaching is increasing globally, although there is still comparatively little research into it. Using an online survey, we examined the practice of managerial coaching inThe practice of managerial coaching is increasing globally, although there is still comparatively little research into it. Using an online survey, we examined the practice of managerial coaching in Australian organisations through the Ability Motivation Opportunity (AMO) (Appelbaum et al. 2000) framework. A thematic analysis of 580 responses revealed that managers regularly coached their own employees and were motivated by the outcomes they achieved through coaching. Emerging strongly from this research was the delight managers took in seeing their employees transform, as well as improved relationships and the (re )building of trust. Furthermore, coaching resulted in employees becoming more innovative and ready for change. However managers did not always have the opportunity to undertake coaching due to time constraints or their dual role as a coaching manager. shed further light on the motivation of managers and we offer recommendations for HR departments seeking to foster managerial coaching in their organisations. The key takeaway is that managerial coaching is a powerful approach to leadership. We offer recommendations for HR managers to foster coaching in their organisations.
Asia Pacific Journal of Human Resources