Managerial coaching behaviors in learning organizations

Abstract

Limited published research has examined the role of leaders and managers in building learning capability and learning organizations. It is speculated that leaders and managers will assume roles such as facilitators of learning, coaches, and teachers. However, these roles and the micro‐behaviors manifested in them remain an area that has not been fully explored. This article reports specific findings from a qualitative critical incident study that was designed to investigate the multiple ways exemplary managers facilitate their employees’ learning in organizations considered to be learning organizations. Thirteen behavior sets emerged from this research that help to define the role of facilitator of learning. Implications for management development are discussed and areas for future research are identified.