Continuous learning and employee performance: a moderated examination of managers' coaching behavior in India

PurposeBy integrating organizational support theory (OST) and social cognitive theory, this study investigates types of managers' coaching behavior as experienced by the employees. Furthermore, the study examines whether employees would exhibit greater task and contextual performance when organizational learning is blended with a specific coaching behavior of their manager.Design/methodology/approachUsing primary data from 298 software engineers working in select information technology companies across India, the current study attempts to assess moderating effect of managers' coaching behavior in two relationships, including continuous learning and employees' task performance (CL-TP) and continuous learning and employees' contextual performance (CL-CP).FindingsResult of exploratory factor analysis suggests that managers of select organizations exhibit two major types of coaching behavior: inspiration-based coaching behavior and facilitation-based coaching behavior. On the moderating role of coaching behavior, it is documented that facilitation-based coaching behavior significantly positively moderates both stated (CL-TP and CL-CP) relationships, whereas inspiration-based coaching behavior of supervisors has positive significant effect on CL-TP relationship but negatively moderates the CL-CP relationship.Research limitations/implicationsThe extent to which the findings of this study can be generalized is constrained by the limited sample and organizational context.Practical implicationsThe most important managerial implication for all learning organizations is that both kinds of coaching behaviors help improving the task performance of the employees, but managers should prefer facilitation-based coaching style in order to generate higher contextual performance of employees.Originality/valueThis study contributes to practitioners and existing literature by explaining how individual performance of employees is affected by the investment made by organizations in facilitating continuous learning.

Role of Peer Coaching in Transmitting the Benefits of Leader Coaching

Drawing on social information processing theory, the present study examines how and when leader coaching can be beneficial for team performance. Based on a sample of 58 teams from a sanitary product company in China, we found that peer coaching served as a mediator linking leader coaching and team performance. Moreover, the team individualistic/collectivism value moderated the first-stage relationship that the relationship between leader coaching and peer coaching was more positive when the team individualism value was low, but not significant when the team individualism value was high; while team task interdependence moderated the second-stage relationship that the relationship between peer coaching and team performance was more positive when the team task interdependence was high, but not significant when it was low. The findings enrich our understandings of the effectiveness of leader coaching behavior by uncovering the theoretical mechanism and boundary conditions. The study also provides important implications for coaching practice in organizations.

Perceptual-Motor and Perceptual-Cognitive Skill Acquisition in Soccer: A Systematic Review on the Influence of Practice Design and Coaching Behavior

Facilitating players' skill acquisition is a major challenge within sport coaches' work which should be supported by evidence-based recommendations outlining the most effective practice and coaching methods. This systematic review aimed at accumulating empirical knowledge on the influence of practice design and coaching behavior on perceptual-motor and perceptual-cognitive skill acquisition in soccer. A systematic search was carried out according to the PRISMA guidelines across the databases SPORTDiscus, PsycInfo, MEDLINE, and Web of Science to identify soccer-specific intervention studies conducted in applied experimental settings (search date: 22nd November 2020). The systematic search yielded 8,295 distinct hits which underwent an independent screening process. Finally, 34 eligible articles, comprising of 35 individual studies, were identified and reviewed regarding their theoretical frameworks, methodological approaches and quality, as well as the interventions' effectiveness. These studies were classified into the following two groups: Eighteen studies investigated the theory-driven instructional approaches Differential Learning, Teaching Games for Understanding, and Non-linear Pedagogy. Another seventeen studies, most of them not grounded within a theoretical framework, examined specific aspects of practice task design or coaches' instructions. The Downs and Black checklist and the Template for Intervention Description and Replication were applied to assess the quality in reporting, risk of bias, and the quality of interventions' description. Based on these assessments, the included research was of moderate quality, however, with large differences across individual studies. The quantitative synthesis of results revealed empirical support for the effectiveness of coaching methodologies aiming at encouraging players' self-exploration within representative scenarios to promote technical and tactical skills. Nevertheless, “traditional” repetition-based approaches also achieved improvements with respect to players' technical outcomes, yet, their impact on match-play performance remains widely unexplored. In the light of the large methodological heterogeneity of the included studies (e.g., outcomes or control groups' practice activities), the presented results need to be interpreted by taking the respective intervention characteristics into account. Overall, the current evidence needs to be extended by theory-driven, high-quality studies within controlled experimental designs to allow more consolidated and evidence-based recommendations for coaches' work.

The Influence of Coaching Behavior on Job Satisfaction in Hong Kong

Coaches are vital stakeholders in sports development and player/team performances. However, how they perform as coaches is significantly anchored on their relationship with players as the coach-player relationship influences coach’s roles and responsibilities. This study aimed to establish an understanding of how coaching behavior positively influences job satisfaction in Hong Kong. This study sought to achieve the following objectives; to investigate coaching traits for coaching different sports, explore the factors contributing to a coaching behavior, identify effects of coaching behavior on job satisfaction, and describe how coaching behaviors influence the way coaches react to player behavior and competitions. The study used a quantitative research approach to collect and analyze data. A closed-ended questionnaire was used. Both descriptive and inferential statistics were used to analyze data. The main finding of this study is that career commitment positively influences coaches’ job satisfaction; however, their coaching behavior plays a substantial mediating role. This implies that coaches with high career commitment are positively satisfied with coaching when they focus on coaching behavior factors such as effective communication to have their players perform and achieve common goals.

Expatriates Coaching Behaviors and Local Employees Work Performance: Mediating Role of Cross - Cultural Knowledge Transfer

This study investigates How the coaching behavior of Chinese expatriates and the performance of local employees overcomes the inherent differences between them and develops the quality of relationships that play an important role in carrying out cross-cultural knowledge transfer? Existing research does not provide a good answer to this question. The knowledge transfer literature has focused on organizational vehicles and structural mechanisms, with little attention paid to understanding how the organizational processes and individuals involved can facilitate knowledge transfer. After all, it is people who have applied and transferred knowledge. This study aims to propose and analyze a model for developing expatriate coaching behavior through cross-cultural knowledge transfer in improving the work performance of local employees, to examine the moderating role of intelligence culture for expatriate coaching behavior on the relationship of cross-cultural knowledge transfer to local employee performance on expatriates and employees. This study will examine the moderating role of Perceived Organizational Support theorists have suggested that employees form global perceptions of the level of support provided by their employers and that this perception influences their behavior in the workplace. The data collection method used is a qualitative method. Based on the results of research and discussion, it can be concluded that China expatriates with high cultural intelligence, their coaching behavior has a clearer positive impact on the performance of local employees; for local employees who have high cultural intelligence, expatriate coaching behavior has a clearer positive impact on the employee's performance.

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.