Do managers that coach become better leaders? An exploration into the relationship between managerial coaching and leader development

Abstract: Purpose: Within managerial coaching research, no-one has specifically explored the relationship between managerial coaching and leader development for the manger. Does the manager derive beneficial outcomes from coaching others? Do these outcomes help develop the manager to be a better leader? The Authors ask What is the relationship between managerial coaching and leader development from the perspective of the coaching manager? In answering, two objectives are addressed. First, establish if there is a relationship. Second, seek to understand the linkage between applying managerial coaching skills and any resulting perceived and/or actual leader development. Design/methodology/approach: A mixed methods embedded research design was applied to a branch of Motorola Solutions in Colombia. For the first objective (embedded), the authors adapted managerial coaching and leader development questionnaires from current models to determine a quantitative correlation between the two activities. For the second objective, paucity of directly relevant research forced an exploratory search of disparate topics to better understand the phenomenon of coaching and its workings. Qualitative semi-structured interviews were developed and administered. Findings: For the first objective, quantitative data supports a strong positive correlation between managerial coaching and leader development. For the second objective, the authors developed a new taxonomy for describing the components of the managerial coaching - leader development relationship. The components consist of outcomes, pathways and mechanisms. The mechanisms identified help explain why and how coaching outcomes occur. Pathways help explain from where outcomes arrive - through the primary act of coaching itself or via secondary routes. With an understanding of pathways and mechanisms, potential outcomes for the manager are more readily identified - for example the circuitous relationship between managerial coaching, employee development and leader development. Originality/value: The aim is to develop a more complete picture of managerial coaching as a method of development for the manager and others. The quantitative method for the correlation between managerial coaching and leader development is original. The proposed taxonomy, used to explain the inner workings and routes of coaching outcomes, is original and provides building blocks for further research. Examples of key facilitating mechanisms for coaching and development are given. The pathways concept is unique within managerial coaching and supports positive leader development outcomes for the manager, not only from superiors, but from oneself and from those coached.