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Coaching for better results: key practices of high performance leaders

机译：指导以获得更好的结果：高性能领导者的主要做法

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摘要

Purpose - The purpose of this paper is to explore the issue of workplace coaching and offers insight into the various coaching practices that are necessary to produce better employee performance and results. Design/methodology/approach - The paper reports on a survey of 219 experienced managers who were asked to respond to a series of questions on the subject of coaching on a four point strongly agree to strongly disagree scale and references previous research in the discussion. Findings - Key findings include that participant managers consider: coaching to be critical to their success and the success of their employees; coaching requires individualized strategies based on the employee's ability and motivation; employees do not always receive the coaching they want and need; and managers believe that they have considerable room for development in this critical leadership practice. Research limitations/implications - The primary limitation of this descriptive study is the use of a targeted convenience sample which might restrict the generalizability of these findings. Practical implications - Implications of this research include: organizations placing greater effort in assisting managers to develop their coaching talents; managers tailor-making coaching strategies for individual employees; and creating a better understanding of the factors that drive employee performance and what managers can and should do to impact these factors. Originality/value - This paper moves away from the concept of "generic" coaching and makes a very strong case for "individualized approaches" to employee coaching and for managers to give coaching greater time and priority on a daily basis as leaders. [PUBLICATION ABSTRACT]
机译：目的-本文的目的是探讨工作场所教练的问题，并深入了解为提高员工绩效和业绩所必需的各种教练做法。设计/方法/方法-该论文对219位经验丰富的经理进行了调查，这些经理被要求在四个方面回答有关教练主题的一系列问题，这完全同意强烈不同意规模，并参考了讨论中的先前研究。调查结果-关键发现包括参与者管理者认为：教练对于他们的成功和雇员的成功至关重要；教练需要基于员工的能力和动力的个性化策略；员工并不总是得到他们想要和需要的教练；经理们认为，在这种关键的领导实践中，他们还有很大的发展空间。研究局限性/含义-该描述性研究的主要局限性是使用有针对性的便利性样本，这可能会限制这些发现的一般性。实际意义-这项研究的意义包括：组织在协助管理人员发展他们的教练才能方面付出更大的努力；经理为每个员工量身定制教练策略；并更好地了解影响员工绩效的因素，以及经理们可以并且应该做些什么来影响这些因素。原创性/价值-本文摆脱了“通用”教练的概念，并为“个性化方法”进行员工教练和经理人员每天给予领导者更多的时间和优先权提供了非常有力的理由。 [出版物摘要]

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  • 来源
    《Industrial and Commercial Training》 |2010年第1期|p.1-10|共10页
  • 作者

    Clinton O. Longenecker;

  • 作者单位

    Clinton O. Longenecker, Stranahan Professor of Leadership and Organizational Excellence, Management Department, College of Business Administration, The University of Toledo, Toledo, Ohio, USA;

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