Managers can't (and shouldn't) do all the coaching: taking a more realistic approach to coaching in organizations

Abstract

Purpose

The purpose of this paper is to make the case for a more sophisticated approach to coaching by managers in organizations and to show the need for a more strategic approach to the place of coaching in organizational learning.

Design/methodology/approach

This is a think piece based on experience and previous research.

Findings

The paper finds that the need is for managers to be given more assistance by learning and development professionals to assess the best learning modes for their staff.

Practical implications

Organizations will run better if managers are given better support for developing their staff. Coaching is not the answer to all learning needs.

Originality/value

The paper makes a unique case for taking a more measured stance on the use of coaching and acts as a balance to those who over‐promote the approach.

Citation

Cunningham, I. (2007), "Managers can't (and shouldn't) do all the coaching: taking a more realistic approach to coaching in organizations", Development and Learning in Organizations, Vol. 21 No. 1, pp. 4-5. https://doi.org/10.1108/14777280710717399