Manager as coach characteristics for dealing with team challenge

Purpose – The purpose of this paper is to reference academic publications and semi-structured interviews with management experts employing a coaching style within their teams to create a platform for evaluating specific coaching mechanisms, evolving insights to the characteristics required of a manager applying coaching to deal with team challenge. A practical perspective led by managers using critical incidents to explore and highlight areas of experience and expertise in dealing with team challenge. Design/methodology/approach – This qualitative assessment was derived from 30 semi-structured interviews which were recorded, transcribed and thematically analysed to assist in added insight for work-based management of dealing with team challenge. Data from 30 interviews were collected via Skype, FaceTime or Zoom to create the necessary rapport and capture the experience of dealing with team challenge. An audio record of each interview was captured to create a synchronised, fully indexed transcript from which characteristics and mechanisms could be identified. Findings – Findings illustrated that the characteristics of the work-based manager themselves is an essential part of the mix when dealing with team challenge, the application of a coaching style accentuated the competencies and characteristics required of the manager to successfully address team challenge, demanding a specific coaching mindset. The starting point is the manager themselves knowing all the details before they intervene by utilising the traditional competencies of a professional coach. Research limitations/implications – Only one sample of 30 interviewees contributed to this research, a wider sample would be advisable, including a wider cultural base to assess characteristics in a variety of contexts. There was a wide sector representation in this research (public, private and third sector), but specific sector analysis would also be interesting to assess validity of results more rigorously. Practical implications – The practical outputs from this research of the manager’s self-assessment can be used by managers as a check list when dealing with team challenge or by HR managers as an assessment tool to decide which managers to invest in coaching training. The characteristics may be a means of deciphering the skills of the managers. Finally the self-assessment could be used as a training tool to support work-based learning or coach training on how to address team challenge and offer a discussion prompt around these elements as being essential. Social implications – Coaching dialogue is a social interaction and this research contributes to enhancing the quality and purpose of social interactions in the workplace. By employing a coaching style of listening, questioning and reflecting managers can utliise a standard framework for solving issues in the workplace. Originality/value – Dealing with challenge in teams through the analysis of the coaching style applied by 30 managers is unique, the value added through this research has been an enhanced appreciation of the manager as coach role and an appreciation to the established team models of Fleishman, Katzenbach and Smith, Hackman and Edmondson. This added layer enabling managers to deal with team challenge associated with our ever changing work environment.

Abstract licence: CC BY

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