The effects of coaching-based communication skills training for managers

  • Y. Matsuda-Chapman
  • R. Ishikawa
  • F. Shiozawa
  • K. Mori


Background: There has been a growing interest in the concept of ‘managerial coaching’ and today’s managers are increasingly being expected to serve as a coach and use coaching skills such as listening, effective questioning techniques, and giving performance feedback to facilitate employee learning and development (Ellinger et al., 2014). Yet, managers are often under-equipped with skills necessary to effectively coach their employees. The present study investigated the effects of a coaching skills training on Japanese managers’ self-perception (i.e. coaching efficacy, emotional intelligence, and self-esteem). Design/Methods: This study utilised a pre-post design. Eighteen middle managers (100% male) aged 28-46 years from 13 small-medium sized organizations participated in two days of coaching skills training, with a 4 week break between Day 1 and Day 2 to allow practice in their workplaces. The training included sessions on active listening, questioning, and providing recognition. Participants completed self-report measures of coaching skills efficacy (CSE), socio-emotional skills (SES), and organization-based self-esteem (OBSE) before and after the training programme. Findings: Paired t-tests were conducted to examine the effects of the programme. Participants’ scores on the CSE, OBSE significantly increased following the programme, whereas only one of the four subscales of SES, i.e. ‘application of one’s own strength’ showed a significant increase. Discussion: The present study adds to aggregate research on managerial coaching, and indicates that a short, intensive training may improve participants’ efficacy in basic coaching skills and self-esteem in the workplace context. Future research needs to use pre/post-test with control group design and include objective measures.
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