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COACHING AND DEVELOPMENT AS PART OF A MANAGER-SUBORDINATE RELATIONSHIP: A MIXED-METHODS STUDY OF TOOLS, DYNAMICS, AND OUTCOMES

Docherty, Daniel William

Abstract Details

2020, Doctor of Philosophy, Case Western Reserve University, Management.
Leadership literature has documented positive outcomes when managers develop their subordinates. Yet after decades of research, viewing the development of leadership in others still have not fully penetrated the daily habits of managers. Without the hope of development, U.S. workers are left with staggering low levels of work engagement. Daily conversations between the manager-subordinate, even in performance appraisals, do not appear to motivate the development of others. Recent research suggests that the approach to developing and coaching others can be more effective if it focuses on the quality of the relationship and invoking openness to new ideas and change in others. A mixed-methods design was used, beginning with semi-structured interviews (Study 1) with 30 executive decision-makers. Executives confirmed that the performance appraisal tool continues to be utilized and can hurt engagement and change within the manager-subordinate relationship. The primary findings were that subordinates sought opportunities for feedback and development, while managers sought control and compliance. Study 2 assessed the quality of relationships, feedback, role clarity, and engagement among 103 manager-subordinate dyads. Shared vision, compassion, and relational energy, and role clarity had a positive impact on engagement. The type of feedback, positive or negative, did not have a significant impact on employee engagement. Study 3 was a further evaluation of 94 of the dyads, which showed that shared vision and source credibility had a positive impact on engagement. Study 4 was a qualitative review of 15 performance appraisals among these dyads, which showed an imbalance of transactional approaches to the relationship rather than the shared vision, compassion, and energy found in the earlier studies. Implications for future research on manager-subordinate coaching are explored.
Richard Boyatzis, PhD (Committee Chair)
Philip Cola, PhD (Committee Member)
Anthony Jack, PhD (Committee Member)
Ellen Van Oosten, PhD (Committee Member)
152 p.

Recommended Citations

Citations

  • Docherty, D. W. (2020). COACHING AND DEVELOPMENT AS PART OF A MANAGER-SUBORDINATE RELATIONSHIP: A MIXED-METHODS STUDY OF TOOLS, DYNAMICS, AND OUTCOMES [Doctoral dissertation, Case Western Reserve University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=case1592937542615669

    APA Style (7th edition)

  • Docherty, Daniel. COACHING AND DEVELOPMENT AS PART OF A MANAGER-SUBORDINATE RELATIONSHIP: A MIXED-METHODS STUDY OF TOOLS, DYNAMICS, AND OUTCOMES. 2020. Case Western Reserve University, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=case1592937542615669.

    MLA Style (8th edition)

  • Docherty, Daniel. "COACHING AND DEVELOPMENT AS PART OF A MANAGER-SUBORDINATE RELATIONSHIP: A MIXED-METHODS STUDY OF TOOLS, DYNAMICS, AND OUTCOMES." Doctoral dissertation, Case Western Reserve University, 2020. http://rave.ohiolink.edu/etdc/view?acc_num=case1592937542615669

    Chicago Manual of Style (17th edition)