Managerial coaching: a paradox-based view
Leadership & Organization Development Journal
ISSN: 0143-7739
Article publication date: 25 January 2022
Issue publication date: 15 March 2022
Abstract
Purpose
Studies on managerial coaching have documented the challenges and complexities involved. Therefore, this study aims to develop a conceptual framework to understand these challenges.
Design/methodology/approach
This article uses the lens of paradox theory and intentional change theory to develop a conceptual framework to explain that managerial coaching is the source of emergent tensions.
Findings
In this study, four tensions that emerge in the socio-psychological response of the team member and their bi-directional impacts are described, namely, the tensions between change and continuity; autonomy and structure; short and long-term orientations; and authenticity and social influence.
Originality/value
The theory developed in this paper could help researchers design methodologically rigorous studies on managerial coaching effectiveness.
Keywords
Acknowledgements
The author would like to acknowledge the helpful comments of Richard Boyatzis, Melvin Smith, Scott Taylor, and Angela Passarelli on earlier drafts of this paper.
Citation
Dhar, U. (2022), "Managerial coaching: a paradox-based view", Leadership & Organization Development Journal, Vol. 43 No. 2, pp. 291-301. https://doi.org/10.1108/LODJ-07-2021-0326
Publisher
:Emerald Publishing Limited
Copyright © 2022, Emerald Publishing Limited