Does coaching matter? A multilevel model linking managerial coaching skill and frequency to sales goal attainment

By Jason J. Dahling, Samantha Taylor, S. Chau, Stephen A. Dwight. 2016

115 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/15b45169468f265ca555c678a6720530e704cc50

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

1. Gil Bozer
2. Rebecca J. Jones
3. Julia Carden

Citations in the corpus

• Understanding the factors that determine workplace coaching effectiveness: a systematic literature review (2018, background): “As detailed above, it has previously been argued (e.g., Dahling et al., 2016; Feldman & Lankau, 2005; Jones et al., 2016) that the coaching relationship is distinct from formalized organizational performance management relationships (e.g., supervisor-subordinate).”
• Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention (2018, unknown): “While there are many types of job resources, two that are closely related to the supervisor – employee relationship are supervisory coaching and performance feedback (Dahling et al. 2016; Saks and Gruman 2014); both are vital for employees to be competent at their job (Schaufeli and Taris 2014).”