Purpose – The purpose of this paper is to provide insights into the growing practice of managerial
coaching. Much of the coaching literature is set in the context of an external coach coming into an
organisation. However managers are increasingly being expected to coach their employees, a change
in role which can create tensions.
Design/methodology/approach – This paper examines the literature on coaching managers. The
paper also discusses practical implications for coach training.
Findings – This paper identifies key differences in the issues faced by coaching managers and by
internal/external coaches and recognises the importance of adequate training of managers in coaching
skills as an important issue for organizations to tackle. Furthermore, the development of a supportive
coaching culture should not be underestimated in facilitating managers to apply their coaching skills
on a daily basis.
Originality/value – The paper gives an overview of the challenges of the coaching managers,
identifies areas for development/consideration of coaching training programs and offers practical
suggestions for supporting managers in applying their coaching skills.