Parent Coaching Behaviors Used Within an Adaptive Responsive Teaching Intervention

The coaching service delivery model is often implemented within parent-mediated interventions for infants at an elevated likelihood of autism spectrum disorder. However, less is known about the exact coaching behaviors used within intervention sessions. Therefore, we examined the coaching behaviors implemented within the adaptive responsive teaching intervention. We also investigated the associations between coaching behaviors and parent education levels and the associations between the coaching behaviors and a parent outcome, that is, parent responsiveness. Results indicated that the interventionists demonstrated joint interaction and child-focused behaviors the most frequently. The interventionists much less frequently demonstrated guided practice, caregiver practice, and problem-solving behaviors. The use of joint interaction behaviors was positively associated with parent education levels, whereas the use of child-focused behaviors was negatively associated with parent education level. More information sharing by the interventionists predicted a greater change in parent responsiveness, whereas more child-focused behaviors predicted less change in parent responsiveness.

Examining the relationships among managerial coaching, perceived organizational support, and job engagement in the US higher education context

Purpose The purpose of this study was to apply social exchange and organizational support theories to examine the relationship between mid-level strategic enrollment managers’ perceptions of managerial coaching behaviors enacted by their senior managers and their own reported job engagement, as mediated by perceived organizational support (POS) within the US higher education context. Design/methodology/approach A quantitative survey-based half-longitudinal design, which used the latent marker variable technique, was conducted with a sponsoring professional organization in the strategic enrollment management (SEM) field in the USA. A total of 310 usable surveys were analyzed using structural equation modeling. Findings The results of this study indicate that SEM managers’ job engagement and the perceived managerial coaching behaviors provided to them by their senior managers were positively correlated, and that POS fully mediated this relationship. These findings highlight how coaching behaviors may allow managers to elicit positive emotional responses and, by fostering enhanced POS, ultimately enhance job engagement among their team members. Originality/value This study addresses several calls for research on managerial coaching, job engagement and POS in an under-examined higher education context within the human resource development field.

An Analysis of Coaches’ Perceptions of Inappropriate Coaching Behaviors

The use of inappropriate coaching behaviors has been an ongoing concern for many years. However, not yet well researched is the use of inappropriate and bullying behaviors by coaches toward student-athletes. The purpose of this study was aimed at gathering relevant information on coaches’ use of inappropriate behaviors towards athletes, as reported by coaches. Participants for this study included 488 public/private school sport coaches, males (N=332) and females (N=153), from eight states. Data were gathered via an on-line survey in which participants identified if they had engaged in any of 22 listed actions among three types of bullying (physical, relational, verbal). Participants identified three actions (‘poking fun at an athlete’, ‘embarrassed an athlete in front of others’, and ‘name calling without hurtful intent’) as having been done by at least 30% of them. In summary, most actions were reported to have not been used by most coaches, three-fourths of the actions were considered inappropriate, and less than half were considered bullying. Keywords: coaching, bullying, sports

Opening the black box of leadership coaching: an examination of coaching behaviors

PurposeLeadership coaching is an increasingly popular development tool for school principals. However, specific coaching behaviors are rarely conceptualized or examined in prior research. This study presents a coaching behavior framework and then analyzes actual coaching conversations between principals and coaches to illustrate how specific coaching behaviors create opportunities for principals to reflect and think critically about their leadership.Design/methodology/approachBuilding on theories of interpersonal learning, the authors develop a framework of coaching behaviors to distinguish coaching inquiries and assertions that facilitate critique and reflection and, therefore, activate opportunities for learning. The authors use this framework to code transcripts of 55 principal coaching sessions. The authors analyze the prevalence of certain coaching behaviors and then examine qualitative patterns in how the use of certain behaviors shapes the nature of coaching conversations.FindingsOnly about one-third of coded coaching behaviors in the analytic sample are categorized as coaching inquiries and assertions that activate opportunities for learning. In the qualitative comparisons of extracts from coaching conversations, the authors find coaches' use of these behaviors produced richer, more meaningful dialogue.Originality/valueUnlike much of the past research on leadership coaching, this analysis examines what happens in conversations between coaches and principals. This framework could be applied to a broad range of coaching programs intended to promote professional learning.

Can Supportive Coaching Behaviors Facilitate Boundary Spanning and Raise Job Satisfaction? An Indirect-Effects Model

As organizations encounter unpredictable external environments, expectations are changing for managers and team leaders toward providing more facilitative, less directive coaching in order to stimulate more flexibility and adaptability. Prior research has underscored the role of team leader supportive coaching behaviors in reinforcing and growing team member capabilities to work independently from the leader. What is not yet understood, however, is if and how supportive coaching behaviors relate to team member engagement in boundary-spanning behaviors, which are team member efforts to establish and maintain relationships with key parties external to their team. This study examines how team leaders’ supportive coaching of boundary spanning—defined as a set of behaviors that (a) encourages team members to engage in frequent and open collaborations with key parties external to the team and (b) grants team members the latitude to engage external parties in ways the team members deem necessary—relates to team member boundary-spanning behavior and job satisfaction through a motivational pathway. We test a hypothesized indirect-effects model within a field sample of 256 engineering employees working in teams. Results indicate that leaders’ supportive coaching of boundary spanning is positively related to team member boundary-spanning self-efficacy, which in turn is positively related to team member engagement in boundary-spanning behavior for their teams. Also, team members who reported more boundary-spanning behavior experienced greater job satisfaction. The findings have important implications for organizations, team leaders, and team members.