Performance management coaching: servant leadership and gender implications

Abstract

PurposeThe purpose of this paper is to consider theoretically the relationships between performance management, a servant leadership style and leader gender, drawing from Hackman and Wageman's theory of team coaching to suggest a servant leadership style being optimally suited to support the different leadership roles enacted at different stages of the performance management cycle. While recent research suggests that female managers may be more likely to enact a servant leadership style, team and process‐level considerations have yet to be addressed. This paper aims to theoretically address this topic.Design/methodology/approachThis paper is conceptual based on theory with literature review.FindingsBecause the theory of team coaching suggests differential leader task delivery at various points in the coaching process, servant leadership's individually‐centred approach is suited to team coaching, particularly in the execution of performance management coaching.Practical implicationsSince research suggests that women are more likely to employ a servant leadership style, this paper explores whether gender plays a role in team coaching.Originality/valueThis study makes a novel contribution by considering the influence of a servant leadership style at the leadership process and team levels.