COMMERCE 3S03 Chapter 9: Chapter 9
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Chapter 9 – Coaching, Delegation and Deliberate Practice
What is Managerial Coaching?
• Coaching – one-on-one interaction between a manager (the coach) and a person being coached,
which we refer to as the coachee, for the purpose of helping the individual improve and enhance
their organizational contribution and career.
o Improving the performance of individuals directly improves the effectiveness and
efficiency of the organization.
o The coach’s role is to actively listen, observe, question, and provide feedback
▪ The coach should not criticize or tell an employee exactly what to do.
o Managerial coaches develop players and the team as a whole to win
• Coaching versus Traditional Managing
o Traditional management is telling followers what to do, directing and controller behavior,
judging performance and acting as an authoritative figure
o Coaching empowers followers to explore, helps them understand and learn, and partners
with followers for long-term development.
• Directive versus Consultative Coaching
o Directive coaching often fails because it is active for the coach and passive for the
▪ The manager tells the employee what to do.
▪ This may work if individuals being critiqued can be motivated to improve,
especially if they respect and value the manager’s expertise and position
o Non-directive coaching, aka consultative coaching, involves the employee in finding the
▪ They encourage people to learn for themselves in order to improve performance
and correct any weakness.
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▪ The primary approach is to ask key questions, listen and observe the employee’s
▪ Over time, the coachee becomes less dependent on the coach for instruction and
The Coaching Model
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