Managerial coaching: a paradox-based view

Abstract

PurposeStudies on managerial coaching have documented the challenges and complexities involved. Therefore, this study aims to develop a conceptual framework to understand these challenges.Design/methodology/approachThis article uses the lens of paradox theory and intentional change theory to develop a conceptual framework to explain that managerial coaching is the source of emergent tensions.FindingsIn this study, four tensions that emerge in the socio-psychological response of the team member and their bi-directional impacts are described, namely, the tensions between change and continuity; autonomy and structure; short and long-term orientations; and authenticity and social influence.Originality/valueThe theory developed in this paper could help researchers design methodologically rigorous studies on managerial coaching effectiveness.