In order to improve and inspire employee performance, a continuous process of coaching and development is necessary. Kirkpatrick (2006) outlines one such coaching and development performance management model. In his model, Kirkpatrick identifies continuous on-the-job managerial coaching as an essential component for helping employees improve their performance. Indeed, this is supported in research outlined by Shinde and Bachhav (2017) that found managerial coaching was related to increased employee performance, job satisfaction and organisational commitment. At the organisational level, the research indicated improved team performance, customer satisfaction and the increased development of cost-effective, innovative solutions.
Therefore, given this supporting evidence, what skills are required for effective managerial coaching for performance?
Graham (1994, as cited in Shinde & Bachhav, 2017) concluded that managers who apply coaching skills successfully are self-aware, empathetic, and authentic communicators who see the big picture and provide useful feedback. Supporting this, Grant (2007) identified similar skills and established that these skills were related to emotional intelligence; with the results of his ‘Managers as Coaches’ studies indicating that leadership, emotional intelligence and managerial coaching skills are inextricably interwoven.
In his conclusion, Grant outlined how effective training in emotional intelligence and coaching skills may be a useful way for organisations to enhance the performance, wellbeing and quality of organisational life for employees. Others to have established a link between emotional intelligence, managerial coaching and employee performance include McKee, Tilin, and Mason (2009); who found that training managers in emotionally intelligent leadership can improve leadership effectiveness, create organisational loyalty, and raise employee engagement.
In summary, the research supports that developing the emotional intelligence of managers equips them with the skills and abilities to provide their employees with effective and continuous coaching for performance. Thus, emotional intelligence and managerial coaching skills training should form part of any coaching and development performance management model.
Anthony, M. Grant (2007). Enhancing coaching skills and emotional intelligence through training. Industrial and Commercial Training, 39(5), 257-266.
Kirkpatrick, D. L. (2006). Improving employee performance through appraisal and coaching. New York, NY: Amacom.
McKee, A., Tilin, F., & Mason, D. (2009). Coaching from the inside: Building an internal group of emotionally intelligent coaches. International Coaching Psychology Review, 4(1), 59-70.
Shinde, S. & Bachav, A. (2017). The potential of managerial coaching for employee effectiveness: A brief review. Indian Journal of Positive Psychology, 8(2), 181-185.