Managerial coaching: where are we now and where should we go in the future?

Abstract

Purpose In this paper, we provide a brief understanding of the field of managerial coaching, specifically, offering insights on what has been studied and ideas on where the field can move forward. Design/methodology/approach We review managerial coaching research, focusing in particular on its consequences and determinants. Based on the review, we uncover three areas that will help advance the development of managerial coaching research. Findings Our review indicates that both individual and contextual factors influence managerial coaching. Managerial coaching is beneficial not only for employees but also for managers who engage in coaching and the teams they manage. Despite the overwhelmingly positive view of managerial coaching, emerging research addresses the detrimental effects of coaching on managers who engage in coaching. We call on researchers to undertake more work on the factors that reduce managers’ inclination to coach, dark side outcomes of coaching, and role of individual and contextual factors in influencing the effects of coaching. Originality/value By reviewing extant managerial coaching research as well as suggesting fruitful avenues for researchers to explore, this paper serves as a useful guide for scholars interested in contributing to the emerging body of research on managerial coaching.