Managerial coaching: a paradox-based view
Leadership & Organization Development Journal,
January (1st Quarter/Winter)
<b>Purpose</b><br>Studies on managerial coaching have documented the challenges and complexities involved. Therefore, this study aims to develop a conceptual framework to understand these challenges.<br><br><b>Design/methodology/approach<br></b>This article uses the lens of paradox theory and intentional change theory to develop a conceptual framework to explain that managerial coaching is the source of emergent tensions.<br><br><b>Findings</b><br>In this study, four tensions that emerge in the socio-psychological response of the team member and their bi-directional impacts are described, namely, the tensions between change and continuity; autonomy and structure; short and long-term orientations; and authenticity and social influence.<br><br><b>Originality/value<br></b>The theory developed in this paper could help researchers design methodologically rigorous studies on managerial coaching effectiveness.