Line management involvement in coaching: Help or hindrance? A content analysis study

Abstract

Objectives:This study investigated the involvement that line managers have when their direct reports are receiving coaching from either an internal or external coach; what line managers and coachees report hinders and facilitates line management involvement; and in what ways does line management involvement affect the outcome of coaching.Design:A cross-sectional design was used to explore coachees’ and line managers’ perceptions of line management involvement, as well as facilitators and barriers to their involvement. Content analysis was used to code the data.Method:18 coachees and 12 line managers participated in semi-structured interviews. Content analysis revealed that the involvement of line managers varied.Results:Factors reported to inhibit involvement included cognitions that it was a personal process, and management involvement was not necessary. Factors reported to facilitate involvement included managers’ beliefs that coaching was valuable and their understanding of how coaching worked within their organisations. Line management behaviours found to facilitate coaching comprised five clusters: supporting, collaborating, informing, management style and challenging. Behaviours found to hinder coaching comprised two clusters: restrictive and passive.Conclusions:This study provides a useful insight into factors that influence line management involvement, the type of management behaviours that facilitate and hinder coaching outcomes, and the consequences for transfer of learning.