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Coaching at the Sharp End

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

Author: Valerie Anderson; Charlotte Rayner; Birgit Schyns
Publisher: Chartered Institute of Personnel and Development
ISBN: 9781843982388
Published In: April 2009
Format: Paperback , 66 pages
Jurisdiction: International ? Disclaimer:
Countri(es) stated herein are used as reference only

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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.
1. The context for coaching at the sharp end

2. A coaching culture: implications for line managers

3. Characteristics of a coaching style of management - the line manager survey

4. Factors affecting a coaching style of management

5. Where now for coaching at the sharp end?

Appendix 1: the research project

Appendix 2: survey responses

Appendix 3: data analysis

Appendix 4: behaviours, attributes, styles relating to coaching identified in published questionnaires and inventories
"By focusing on the importance of the coaching role of the line manager, this report truly breaks new gound. The rich tapestry of case studies and insightful interviews inform both opinion and practice. In addition, the report significantly contributes to the emotive issue of manager as coach - style versus technique - and offers a refreshingly pragmatic view to allow space for both. This report is invaluable to a wide range of professionals concerned with the delivery of coaching, improved business performance and/or management development. By building on established CIPD research into coaching capability, the report highlights the vital role and impact of line managers who coach."

Sam Humphrey, Managing Director, Grit Ltd - a leadership development and coaching consultancy,
Partner, Moller Professional Services Group Cambridge,
Faculty member of Meyler Campbell