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The lateral feedback seeking literature has primarily examined lower-level employees’ feedback seeking from peers. Thus, the authors still know very little about feedback seeking when the leader is the “seeker” and peers are the “targets” of such seeking. The purpose of this paper is to expand existing discussions on lateral feedback seeking by discussing the types of feedback leaders may seek out from their peers.

The views presented here have been derived from the authors’ personal opinions on the topic of feedback seeking and a review of the academic and practitioner literature on feedback seeking.

The viewpoint suggests that leaders may engage in two forms of feedback seeking from peers – performance and growth feedback seeking – with each type of feedback seeking holding relevance to leader effectiveness.

Challenging previous research that argues that leaders may avoid seeking feedback from peers, this viewpoint suggests that leaders may seek feedback from peers because they stand to benefit from doing so.

The purpose of this paper is to discuss several obstacles that can reduce the effectiveness of managerial coaching. Furthermore, the paper highlights the role played by various stakeholders [i.e. the organization, senior leaders, the human resources (HR) function and managers] in overcoming or reducing the potency of such obstacles.

The views presented here have been derived from the authors’ professional experience in managerial coaching and a review of the literature on managerial coaching.

The authors discuss six common obstacles to effective managerial coaching: time for coaching, willingness to coach, ability to coach, employees’ ability and willingness, societal expectations and the intrusion of technology. They describe the critical role of various stakeholders (i.e. the organization, senior leaders, the HR function and line managers) in overcoming or mitigating the impact of such obstacles, thus contributing to effective managerial coaching.

A discussion of the obstacles to effective managerial coaching and the role of stakeholders in managerial coaching is valuable for organizations that seek to enhance the performance of employees through managerial coaching.

The purpose of this paper is to evaluate the perceptions of research priorities as expressed by people with spinal cord injury (SCI).

A descriptive study based on feedback from patients, rehabilitated following SCI was conducted in order to explore their felt needs for further research. A questionnaire was sent to 225 people who were rehabilitated following SCI. They were asked to indicate three priorities for further research on disability related issues. The questionnaire had a list of issues on different facets of disability following SCI. In total, 62 patients responded to the questionnaire.

Research on urinary incontinence was stated to have the highest priority among these different groups according to their age, marital status, duration of disability, and employment status. Rehabilitated patients of all age groups, irrespective of marital or employment status or duration of disability, indicated that further research is to be done on urinary incontinence.

A similar study among groups in a larger population would add further information.

Practitioners should address these expressed needs of the persons with SCI in the community.

These expressed needs will increase awareness among the team involved in the management of SCI in the community thus fill the gap between research and practice.

Research focussing on various problems associated with spinal cord injury have been carried out globally. On most of the occasions, the perceptions of the affected people regarding research areas are seldom obtained. This research would guide future directions of rehabilitation research in the field of spinal cord injury.