The Coaching Manager: Developing Top Talent in Business

By J. Hunt, J. Weintraub. 2002

101 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/961707e138cc3cee9055c99f1a303c010128ff81

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In Applied Psychology

Citations in the corpus

The performance effects of coaching: a multilevel analysis using hierarchical linear modeling (2009, background): “…constructive and developmental feedback, helps subordinates handle difficult problems or situations, and creates opportunities for practicing complex procedures before using them in the work setting in order to improve employees’ performance (Hunt and Weintraub 2002; Stone 2002; Yukl 2002).”
It's not me, it's you: A multilevel examination of variables that impact employee coaching relationships. (2011, background): “As noted previously, Hunt and Weintraub (2002) suggest that a manager’s openness to feedback directly affects the context for coaching.”
Employee coaching relationships: enhancing construct clarity and measurement (2010, background): “Relatedly, Hunt and Weintraub (2002) focus on the developmental aspects of employee coaching in their definition: ‘an interaction between two people, usually a manager and employee, aimed at helping the employee learn from the job in order to promote his or her development’ (p. 5).”
Coaching at the heart of managerial effectiveness: A cross-cultural study of managerial behaviours (2006, background): “…apparent sparseness of empirical research underpinning the notions of the ‘facilitative leader’ (Slater and Narver, 1994, 1995), the ‘coaching manager’ (Hunt and Weintraub, 2002) and the ‘coaching leader’ (Bianco-Mathis et al., 2002), the aim of the present study has been to search for evidence…”