Coaching at the Sharp End The role of line managers in coaching at work

Can a line manager also be a coach? What is a coaching style of line management, and how do you foster its development? Why develop coaching within organisations, and what are the implications for line management? 

Evidence from CIPD research shows that line managers are increasingly being expected to deliver coaching in the workplace. The CIPD commissioned researchers at the University of Portsmouth Business School to investigate what this means for organisations and for line managers. Through a mix of discussion groups, in-depth case study interviews and survey research, they examine how coaching is contributing to the effectiveness of line managers and to good people management practice. 

The report looks at: 
- benefits of coaching as a management technique 
- characteristics of a coaching management style 
- obstacles to managers fulfilling a coaching role 
- factors influencing their ability to do so effectively 
- the perspective of line managers. 

Benefits for you: 
- a model of coaching at the sharp end to help organisations move forward 
- an insight into the behaviours that make coaching an effective line management style 
- survey evidence of line managers' perceptions of these behaviours 
- case studies demonstrating the value of coaching in good and bad times and the need for it to be part of the business strategy.