Developing Managerial Skills Through Coaching: Efficacy of a Cognitive-Behavioral Coaching Program

• Published in: Journal of rational-emotive and cognitive-behavior therapy 2016-12, Vol.34 (4), p.244-266
• Main Authors: Ratiu, Lucia, David, Oana A., Baban, Adriana
• Format: Article
• Language: English
• Subjects: Behavior; Behavioral Science and Psychology; Citizenship; Clinical Psychology; Coaching; Cognitive ability; Cognitive behavioral therapy; Communication skills; Community and Environmental Psychology; Counseling psychology; Education; Efficacy; Employees; Feedback; Leadership; Learning; Managerial skills; Managers; Motivation; Professional development; Professional knowledge; Psychiatry; Psychology; Public Health; Questionnaires; Social development; Studies; Subordinates; Teams; Transformational leadership
• ISSN: 0894-9085; 1573-6563
• DOI: 10.1007/s10942-016-0256-9

Managerial coaching is currently seen as an effective leadership practice facilitating learning process of the employees for performing better and being more effective in organizations. This article builds on recent research on the importance of the managerial coaching by empirically investigating the effects of a cognitive-behavioral coaching programme over mid-level managers. Due to the similarities between managerial coaching behaviors and transformational leadership behaviors, we have adopted the transformational leadership model as theoretical framework for evaluating management behaviors. The study used a pre-posttest approach to test the effects of the coaching program especially designed for 23 mid-level managers having as responsibility the supervision of production teams in a multinational organization. The major aims of the program consisted of: developing managerial coaching skills, assertive communication skills, motivation of subordinates. Overall, the analysis of results elicited an increase of scores in the leadership behavior dimensions measured by multifactor leadership questionnaire that are part of the managerial coaching skills. Besides, the effectiveness perceived as an indicator of performance was significantly higher upon completion of the coaching program. Findings suggest that coaching, as a professional development method, has great potential to contribute to the managerial behaviors that facilitate development at subordinate level, as they are captured by some transformational and transactional scales. Such knowledge can be informative for practitioners as well in developing effective managers and leaders and understanding and managing employee attitudes and behaviors in organizations.