Managerial Coaching as a Workplace Learning Strategy Supporting Workplace Learning
edited by: Rob F. Poell, Marianne Woerkom
The workplace represents a large and significant arena for employee learning to occur. The scholarly literature has recognized that coaching and mentoring are often activities that can be used to facilitate such learning and that managers are increasingly being encouraged to serve as coaches for their employees. This chapter integrates conceptual and empirical research on managerial coaching to develop a more comprehensive understanding of how managers as coaches can engage with their employees and facilitate their learning. Attention to factors that promote or may inhibit such coaching practice is given so that frontline supervisors, managers, and leaders can absorb this increasingly important role willingly and effectively.