Supervisory Coaching Behavior, Employee Satisfaction, and Warehouse Employee Performance: A Dyadic Perspective in the Distribution Industry.

By Andrea D. Ellinger, Alexander E. Ellinger, S. Keller. 2003

469 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/e9ffcd50680bdd2a2e7f98427300dcdf6a9810fa

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In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

The performance effects of coaching: a multilevel analysis using hierarchical linear modeling (2009, background): “…contrast to a traditional command-and-control form of managerial supervision, coaching is characterized by an emphasis on constructive and developmental feedback for improving employees’ work performance, and their ability to cope with routine and non-routine problems, e.g. Ellinger et al. (2003).”
The impact of executive coaching on self‐efficacy related to management soft‐skills (2010, methodology): “Finally, this study also indirectly contributes to the literature on the adoption of coaching behaviors as a method of supervision and employee empowerment (Ellinger and Bostrom, 1999; Ellinger et al., 2003; Heslin et al., 2006) Recent research has shown that the adoption of coaching behaviors by ma”
Organizational investments in social capital, managerial coaching, and employee work-related performance (2011, background): “Our proposal is consistent with empirical research that shows managerial coaching (Ellinger et al., 2003, 2007), and high-involvement or relationship-based human resource development practices like rational selection, relational socialization, rewarding relational skills, use of group incentives,…”
It Takes Time: A Stages of Change Perspective on the Adoption of Workplace Coaching Skills (2010, background): “, 2003 ; Chartered Institute of Personnel and Development [CIPD], 2004 ).”
Multiple faces of coaching: Manager-as-coach, executive coaching, and formal mentoring. (2012, methodology): “Ellinger et al. (2003) created coaching behavior measures based on previous research results of behavioral taxonomies (Ellinger, 2003; Ellinger & Bostrom, 1999; Ellinger, Watkins, & Bostrom, 1999).”
The Impact of Managerial Coaching Behavior on Employee Work-Related Reactions (2013, background): “ment (Ellinger et al. 2003; Evered and Selman 1989; Hargrove 2008; London 1983; Meyer and Allen 1997; Zemke 1996). Although many assumed there would be potential benefits of managerial coaching outcomes, few studies have been found to address how managerial coaching brings about these outcomes in a ”
Enhancing coaching skills and emotional intelligence through training (2007, background): “) and supervisor levels ( Ellingeic et al. , 2003”
Managerial Coaching (2014, result): “Their second hypothesis linking the team leader’s willingness and ability to empower their teams was also confirmed, which supports the findings of R. S. Beattie (2002) and A. D. Ellinger, Ellinger, and Keller (2003).”
EFFECT OF LEADERSHIP DEVELOPMENT ON EMPLOYEE PERFORMANCE IN PAKISTAN (2016, result): “These results are also supported by Kirkpatrick (2006), Agarwal et al. (2006) and Ellingeic et al. (2003).”
The manager as coach as a driver of organizational development (2010, background): “In the context of management and organizations, the Manager as Coach (MAC) role is an organisational development strategy that focuses on changing the relationship between manager and employee (Ellinger et al., 2003).”