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How managers perceive coaching their direct reports for performance improvement: a phenomenological study

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dc.contributor.authorBarry, Karla, author
dc.contributor.authorGloeckner, Gene, advisor
dc.contributor.authorKaiser, Leann, advisor
dc.contributor.authorGupta, Kalpana, committee member
dc.contributor.authorBuchan, Victoria, committee member
dc.date.accessioned2020-06-22T11:53:40Z
dc.date.available2020-06-22T11:53:40Z
dc.date.issued2020
dc.description.abstractThis study was conducted to discover if coaching direct reports for performance improvement was currently happening in organizations. Using the qualitative interpretative phenomenology analysis methodology, eight participants were interviewed. The participants represented four organizations and had managerial experience ranging from four to 44 years. Participants were interviewed and presented the ten most frequently cited competencies from managerial coaching literature on cards for them to organize into a representation of their coaching process. The data analysis process encompassed data reduction and analysis of each interview that then produced emergent themes. The findings included the emergence of three superordinate themes: coaching categories for successful coaching, use of coaching competencies in performance coaching, and performance coaching and management style. Other findings included all participants using a progressive type of performance coaching. They each had unique uses of the coaching competencies and they identified some as overarching, foundational, or most important. Lastly, the participants all maintained that coaching for performance improvement was a large and integral part of their management style. Some of the implications of the study include: (a) progressive coaching is a process that can be adapted, taught, and implemented in organizations today; (b) less formal coaching conversations are happening regularly and should be encouraged; (c) consistency of coaching is important to the success of the direct reports (d) and metrics are important when coaching for performance improvement and they should be clearly established. This study demonstrates that managers coaching their direct reports for performance improvement is happening and successful.
dc.format.mediumborn digital
dc.format.mediumdoctoral dissertations
dc.identifierBarry_colostate_0053A_15919.pdf
dc.identifier.urihttps://hdl.handle.net/10217/208539
dc.languageEnglish
dc.language.isoeng
dc.publisherColorado State University. Libraries
dc.relation.ispartof2020-
dc.rightsCopyright and other restrictions may apply. User is responsible for compliance with all applicable laws. For information about copyright law, please see https://libguides.colostate.edu/copyright.
dc.subjectperformance improvement
dc.subjectmanagerial coaching
dc.titleHow managers perceive coaching their direct reports for performance improvement: a phenomenological study
dc.typeText
dcterms.rights.dplaThis Item is protected by copyright and/or related rights (https://rightsstatements.org/vocab/InC/1.0/). You are free to use this Item in any way that is permitted by the copyright and related rights legislation that applies to your use. For other uses you need to obtain permission from the rights-holder(s).
thesis.degree.disciplineEducation
thesis.degree.grantorColorado State University
thesis.degree.levelDoctoral
thesis.degree.nameDoctor of Philosophy (Ph.D.)

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