A Multilevel Model Linking Managerial Coaching Effectiveness to Sales Performance

Jason Dahling; Samantha Ritchie; Samantha Chau; Rebecca Schoepfer; Stephen Dwight

doi:10.5465/ambpp.2012.280

Does Coaching Matter? A Multilevel Model Linking Managerial Coaching Skill and Frequency to Sales Goal Attainment

Personnel Psychology ◽

10.1111/peps.12123 ◽

2015 ◽

Vol 69 (4) ◽

pp. 863-894 ◽

Cited By ~ 25

Author(s):

Jason J. Dahling ◽

Samantha Ritchie Taylor ◽

Samantha L. Chau ◽

Stephen A. Dwight

Keyword(s):

Multilevel Model ◽

Goal Attainment ◽

Managerial Coaching

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What do effective managerial leaders really do? Using qualitative methodological pluralism and analytical triangulation to explore everyday 'managerial effectiveness' and 'managerial coaching effectiveness'

International Journal of Management Concepts and Philosophy ◽

10.1504/ijmcp.2007.015001 ◽

2007 ◽

Vol 2 (3) ◽

pp. 255 ◽

Cited By ~ 1

Author(s):

Robert G. Hamlin ◽

Rona S. Beattie ◽

Andrea D. Ellinger

Keyword(s):

Methodological Pluralism ◽

Managerial Effectiveness ◽

Managerial Coaching ◽

Coaching Effectiveness

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Managerial coaches, are they ready? The case of Malaysian telecommunications industry

The Learning Organization ◽

10.1108/tlo-03-2015-0016 ◽

2016 ◽

Vol 23 (2/3) ◽

pp. 121-140 ◽

Cited By ~ 2

Author(s):

Chin Wei Chong ◽

Yee Yen Yuen ◽

Booi Chen Tan ◽

Zainal Abu Zarim ◽

Norhasniza Abdul Hamid

Keyword(s):

Leadership Development ◽

Core Competencies ◽

Influencing Factor ◽

Effective Communication ◽

Telecommunications Industry ◽

Cross Sectional ◽

Managerial Coaching ◽

Managerial Leadership ◽

Content Type ◽

Coaching Effectiveness

Purpose This paper aims to identify the key competencies managerial coaches have and examine the significant competencies that affect coaching effectiveness in the Malaysian telecommunications industry. Design/methodology/approach The unit of analysis was individual managerial coaches who were working in the Malaysian telecommunications industry. Among the 300 questionnaires distributed, a total of 140 were obtained and deemed sufficiently complete to be useable. Descriptive and multiple regression analyses were used to analyze the data. Findings The results indicated that leadership development is the most important function of managerial coaching, followed by communication. In addition, co-creating the relationship and effective communication are the critical categories of competencies for managerial coaching. Analysis from the regression highlighted that effective communication is the influencing factor on the coaching effectiveness, followed by facilitating learning, and results. The findings also shown that all the core competencies in setting foundation are the significant influencing factors. Research limitations/implications Analyses relied on cross-sectional data and limits the generalizability of findings to other industries. The utilization of self-reported perceptual data may suffer from response bias. Practical implications This paper highlights personal or professional coaching characteristics that might affect managerial leadership development. It also provides a list of important criteria for developing effective managerial coaching to assist Malaysian managerial coaches to build a world class workforce. Originality/value Using International Coach Foundation competency model, this study provides an insight on the important criteria to develop and select coaching managers effectively which ultimately lead to performance improvement in the organization.

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The effect of managerial coaching on salesperson's relationship behaviors: new evidence from frontline bank employees in China

International Journal of Bank Marketing ◽

10.1108/ijbm-12-2019-0437 ◽

2020 ◽

Vol 38 (6) ◽

pp. 1259-1277

Author(s):

Claudio Pousa ◽

Yunling Liu ◽

Asad Aman

Keyword(s):

Customer Orientation ◽

Sales Performance ◽

Mediating Effect ◽

Managerial Behavior ◽

Managerial Coaching ◽

Content Type ◽

Frontline Employee ◽

Adaptive Selling ◽

Adaptive Selling Behavior ◽

Bank Employees

PurposeThe purpose of the study is to test the effect of relationship managerial behavior (i.e. managerial coaching) on frontline employee performance (i.e. sales performance) and the mediating effect of employee's relationship behaviors (i.e. customer orientation and adaptive selling) in a Chinese banking environment.Design/methodology/approachData were collected using a survey from 242 frontline employees working at a large commercial bank in Dalian (China). Measures on managerial coaching, customer orientation, adaptive selling and sales performance were adapted from the literature. Data were analyzed using structural equation modeling in AMOS 26.FindingsResults indicate that (1) managerial coaching positively affects employee customer orientation, (2) employee customer orientation positively affects employee adaptive selling behavior and (3) adaptive selling behavior positively affects sales performance. Bootstrap analysis confirmed the significance and stability of all the direct paths (suggesting that every mediator fully mediates the effect of its antecedent on the criterion) but none of the indirect paths found support (full mediation model).Research limitations/implicationsThe study makes a contribution to the nomological network of managerial coaching by introducing a construct that has not been used previously (i.e. employee adaptive selling behavior) and testing its relevance in a commercial setting.Practical implicationsThe results suggest that (1) managerial coaching is a central managerial behavior for companies that would like to implement a relationship marketing strategy because it helps promote specific employee relationship behaviors like customer orientation and adaptive selling, (2) there seems to be little cultural differences in the banking industry between the Chinese and the Western banks, suggesting that coaching and other management tools can be transferable from one culture to the other and (3) that coaching is an effective tool to help employees achieve higher sales performance.Originality/valueThe paper contributes to the literature on the use of managerial coaching in commercial areas to increase frontline employee relationships behaviors. The identification of adaptive selling as a mediator is an original contribution because it has received little attention in scientific research. Additionally, the use of a Chinese sample of bank employees responds to recent call for more research in cross-cultural settings.

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Modeling Intraindividual Variability in Three-Level Multilevel Models

Methodology ◽

10.1027/1614-2241/a000150 ◽

2018 ◽

Vol 14 (3) ◽

pp. 95-108 ◽

Cited By ~ 4

Author(s):

Steffen Nestler ◽

Katharina Geukes ◽

Mitja D. Back

Keyword(s):

Multilevel Model ◽

Multilevel Models ◽

Mixed Effects ◽

Repeated Measurements ◽

Scale Model ◽

Suggested Approach ◽

Psychological Study ◽

Level Data ◽

Ecological Momentary ◽

Momentary Assessment

Abstract. The mixed-effects location scale model is an extension of a multilevel model for longitudinal data. It allows covariates to affect both the within-subject variance and the between-subject variance (i.e., the intercept variance) beyond their influence on the means. Typically, the model is applied to two-level data (e.g., the repeated measurements of persons), although researchers are often faced with three-level data (e.g., the repeated measurements of persons within specific situations). Here, we describe an extension of the two-level mixed-effects location scale model to such three-level data. Furthermore, we show how the suggested model can be estimated with Bayesian software, and we present the results of a small simulation study that was conducted to investigate the statistical properties of the suggested approach. Finally, we illustrate the approach by presenting an example from a psychological study that employed ecological momentary assessment.

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