Performance management coaching: servant leadership and gender implications

Purpose - The 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...

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Bibliographic Details
Published in:Leadership & organization development journal 2013-05, Vol.34 (3), p.204-221
Main Author: Duff, Angus J.
Format: Article
Language:English
Subjects:
Coaching
Employees
Feedback
Females
Gender
Gender differences
Leader-member exchange
Leadership
Management styles
Performance management
Roles
Servant leadership
Studies
Teams
Transformational leadership
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Summary:Purpose - The 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 approach - This paper is conceptual based on theory with literature review.Findings - Because 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 implications - Since 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 value - This study makes a novel contribution by considering the influence of a servant leadership style at the leadership process and team levels.
ISSN:0143-7739
1472-5347
DOI:10.1108/01437731311326657