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Ph.D.
(Management)
STUDY OF FACTORS IMPACTING EFFECTIVENESS OF
MANAGER AS A COACH IN INDIAN ORGANIZATIONS

Ph.D. Scholar : V Venkata Subramanian
Research Supervisor : Dr. Dharmeshdan Gadhavi

Regi. No.: 19276111018
Abstract :
Managerial coaching is increasingly becoming important in the present-day dynamic
workplace environment. It has been seen to significantly impact employee individual
performance and the work unit's performance. With rising business needs, a fast-
changing work environment, and growing job performance expectations, more
organisations are turning to alternative employee or staff development methods. In this
study, the impact of the demonstrated coaching behaviours by the managers, the
feedback environment created by the manager, the team member or coachee's
orientation towards feedback and the learning culture of the organisation on the
performance of individual team members and the working unit of the manager was
examined with leader-member exchange (LMX) as the mediator variable.

The present research study was designed to examine how the quality of a manager's
relationship with their team members influenced the efficacy of coaching behaviours,
feedback environment, feedback orientation of the team member and organisation
learning culture on individual and unit performance. The data from responses from a
sample of 428 employees working in Indian organisations was analysed using structural
equation modelling to test the hypothesis conceptual model. The results supported the
proposed model that the manager coaching behaviours, feedback environment, feedback
orientation of the team member and organisation learning culture significantly impacted
individual and unit performance, mediated by the leader-member exchange.
This research study provides empirical evidence for the impact of coaching behaviours
demonstrated by managers, the feedback environment, organisation learning culture and
feedback orientation of the team member on the coach-coachee relationship, that is,
leader-member exchange as a mediating mechanism, thereby impacting job
performance-related outcomes for the individual and the work unit. Implications of the
research study findings for theory and practice, along with directions for future research,
are discussed.

Key words: Coaching, Managerial coaching, Manager as a coach, Workplace coaching,
Performance management, Work performance, Job performance, Individual performance,
Unit performance, Organisation learning culture, Feedback Environment, Coachee
Feedback Orientation, Leader-Member Exchange Coaching success, Coaching
relationships.
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