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Supporting Workplace Learning pp 71–87Cite as

Managerial Coaching as a Workplace Learning Strategy

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Part of the book series: Professional and Practice-based Learning ((PPBL,volume 5))

Abstract

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.

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Author information

Authors and Affiliations

  1. University of Texas, Tyler, USA

    Andrea D. Ellinger

  2. University of Wolverhampton, Wolverhampton, UK

    Robert G. Hamlin

  3. Glasgow Caledonian University, Glasgow, UK

    Rona S. Beattie & Orla McVicar

  4. National Cheng Kung University, Tainan, Taiwan

    Yu-Lin Wang

Authors
  1. Andrea D. Ellinger
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  2. Robert G. Hamlin
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  3. Rona S. Beattie
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  4. Yu-Lin Wang
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  5. Orla McVicar
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Corresponding author

Correspondence to Andrea D. Ellinger .

Editor information

Editors and Affiliations

  1. , Dept Human Resource Studies, Tilburg University, Postbus 90153, Tilburg, 5000 LE, Netherlands

    Rob F. Poell

  2. Dept. Human Resource Studies, Tilburg University, Tilburg, Netherlands

    Marianne van Woerkom

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Ellinger, A.D., Hamlin, R.G., Beattie, R.S., Wang, YL., McVicar, O. (2011). Managerial Coaching as a Workplace Learning Strategy. In: Poell, R., van Woerkom, M. (eds) Supporting Workplace Learning. Professional and Practice-based Learning, vol 5. Springer, Dordrecht. https://doi.org/10.1007/978-90-481-9109-3_5

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