Running head: LITERATURE REVIEW ON ORGANIZATIONAL COACHING
Literature Review on Organizational Coaching
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LITERATURE REVIEW ON ORGANIZATIONAL COACHING 1
Literature Review on Organizational Coaching
This literature review aim is to demonstrate various things/aspects of coaching, which
include:
coaching effect on management while looking at its link to triumphant staff retention
checking if there is a relationship between managers that embrace coaching and those
who don’t and its outcome on moral/ turnover rate.
It further answers the question of whether the businesses that embrace coaching manage to keep
their staff because of buying into the idea. When conducting a broad review of the field, there is
empirical evidence on the ground to give a report on the issues ultimately. Coaching models
should take account of the variety of innate in organizations. To launch a good coaching
relationship, it essential to understand the needs of individuals. This review will look into all
these matters that address functional coaching to have a clear view of the topic. Coaching dates
back to times immemorial but was not adopted in many companies until decades ago. Hence, this
literature review provides a thorough examination of coaching, with finicky focus on peer-
reviewed work — finally, an abstract structure for getting to understand the topic at hand.
What is the impact that coaching has on management and the correlation to the successful
retention of employees?
LITERATURE REVIEW ON ORGANIZATIONAL COACHING 2
Organizations undertake to coach to realize their employees' potentiality. It has become a
common practice. The need for coaching keeps rising steadily. In 1966, Kilburg described
couching as an 'an emerging competency in the practice of consultation.' However, its growth
has been random and gradual. According to Brock (2008), it rose from an independent basis
before spreading through associations. It is evolutionary as many other factors in the world. It
started being felt well in the 1990s. By the year 2008, The International Coaching Federation
calculated more than 15000 professional couches in 90 countries (Baron & Morin, 2010). It
shows how coaching is being adopted because before 1970; the number was zero. The reason for
it rising is because of the changes in the business that may come as a result of replacements of a
company's philosophy, acquisitions, and alteration of working form. All these factors render
needs to be addressed, and that is why coaching has become relevant in the current fast-changing
world. We are, therefore going to discuss how this practice has impacted management and its
link to successful staff retention.
The management entities in the United States of America did not start embracing this
practice until the 1970s before it explored in 1990 after people saw the perspective involved.
Employees who manage to be couched remain more successful than their counterparts (Reierson,
2011). It demonstrates that if the management adopts a model for coaching, there is a high
likelihood of success. Reierson (2011), further says that the coaching approach helps in
straightening and supporting organizational goals. It is a positive impact on a management team
LITERATURE REVIEW ON ORGANIZATIONAL COACHING 3
charged with ensuring a firm reaches its goals. When organizational goals are met, there is a
likelihood of bonuses or even promotions to staff. Hence automatically increases the chances of
staff staying in business for a longer period.
Couching brings improved worker engagement. Most people love being engaged,
especially when given a chance to provide feedback to their coaches. By referring to people
being involved in this context, implies the process of interacting positively at workplace and
energy involvement. Engagement cannot be demanded on an employee, and it comes naturally
after they flow with the working culture (Rock & Tang, 2009).The assertion is factual if you
examine it. Researches show that engaged staff morale is higher and they attend to their jobs
with increased presence, thus lessening absenteeism. It is also evident that staffs engaged are
happy. This further pushes the profitability of the organization upwards because of increased
productivity. It also reduces the possibility of a team/team leaving an organization. It is
advantageous to the management because the workflow within the company happens without
interaction.
A coach can see the potential of given employees. It is through evaluation, aligning, and
reviewing their set software. This software goes further to even come up with areas that the
company might need further assistance. By establishing the high potential employees, the
managers can plan for future leaders as their skills are paramount to the success of the company
LITERATURE REVIEW ON ORGANIZATIONAL COACHING 4
(Fulmer et al., 2009). It lessens the job of managers in the acquisition of staff outside and
determining who to promote and where. Fulmer et al. (2009) further argue that the firms that
embraced these mixtures of development systems are likely to have the best leaders. It is because
they are able to see the potential of their employees early and train them slowly for future event
more-significant tasks. It is advantageous to the management as high potential leaders steer the
company forward. Employees also being aware of the possibility of promotion and development
can hold on to an organization.
It has been known that coaching improves communication proficiency within a setting.
The managers, through programs, can develop this essential skill by preserving and managing
contact with employees. Poor communication can lead to massive profit loss within an entity
hence the need for making sure the vital ability is in harmony in an organization. If well
developed, it can improve the company's productivity as it saves time and gives a clear guideline
on how to handle clients. It is a positive impact on management. Staff who communicate with
their counterparts at ease have the probability of staying in the organization for long saving
recruitment costs.
Coaching increases firm and better relationships between the management and
employees. If this relationship lack, it almost impossible for an employee to stay long. So
coaches come in between the managers and their staff to ensure that a better relationship is
LITERATURE REVIEW ON ORGANIZATIONAL COACHING 5
achieved. This s done via a direct meeting with both of them. Through these sessions with the
coach, he/she can enhance the interaction between the two and ensure that it is smooth. The
coach also reports the progress of their findings to the manager so that they can ensure that this is
achieved. If the problem is the management, they are required to change their attitude. According
to Hameed & Waheed (2011), management attitude can have a positive or negative effect on
employee performance. And improving both of the players' attitudes via communicating
increases employee performance. The employees who relate well and interact with their manager
and co-employees can thrive in such an environment. The chances of them staying in such an
organization are higher. It leads to improved business profit, and it is an added advantage to the
managers as it achieves their goals.
An organization committed to its success has to enrol in career development activities. It
is done through coaching. You see, the workforce in today's world invest heavily in their career
development. It follows then that they expect their organizations or future employers do so.
According to Hameed & Waheed (2011), organizations with these career development activities
improve the morale of employees, thereby leading them to work wholeheartedly to meet the
organization's goals. It shows how fundamental it is in matters of the organization. Management
that embraces a career development program is likely to keep highly qualified employees and
also have the potential of attracting a quality workforce in their setting. It not only secures the
future of an organization but also increases the profitability and productivity of employees. It
LITERATURE REVIEW ON ORGANIZATIONAL COACHING 6
also has the chance of retaining staff since they have a platform to thrive and improve their
careers. Managers also get quality employees in the case of hiring and keep the exiting reducing
turnover costs and maintaining the job culture.
A manager may also be bored with the day to day activities of bossing employees here
and there. With a new responsibility for coaching the employees, he is now able to interact with
them fully. The close interaction allows managers to understand the day to day challenges faced
by employees. The manager is also able to see their competencies plainly and determine what
and what to delegate to the employees. This leads to a healthy attitude from employees. It is
factual that employees are happy when executing some managerial tasks. Delegation rids off the
organization’s manager some easy tasks which can be handled well by the competent staff they
have passed to. It also develops an empowerment culture among the employees because the
manager can communicate to them on matters of the organization and what is required of them
(Kruja & Oelfke, 2009). However, managers can, at times, address any issue affecting their
organizations; this is because managers are the head of their organization or a particular
department. Therefore, the managers usually give in their best in ensuring that each unit is
functioning well without much problems within or outside the institution. The interaction
between the manager and staff also increases motivation for workers and create a secure
environment. The employees are not bothered to leave such employment conditions, and the
LITERATURE REVIEW ON ORGANIZATIONAL COACHING 7
management can get full productivity from the staff because the manager portrays himself as a
resource to employees and not a bossy figure.
The above paragraphs have reviewed the impact of coaching on management and how it
connects with the retention of employees in a firm. It essential to note that coaching ultimately
increases the productivity and profitability of a business, which is vital for management and
leads to the staff staying.
2. Is there is a correlation between the managers that successfully coach their team and
those that don’t and what effect it has on the moral/turnover rate?
A manager is like the wheel of the company. This is because he is charged with the day
to day activities of the company and also looking after employees. There are various qualities of
managers that successfully manage to train their employees. It is because they have nurtured the
practices of success and management that are required to keep employees motivated, ambitious,
cohesive, and self-driven. Also, there are qualities for those who don’t. This review seeks to
answer the question above, which involves even the moral/turnover effect on organization
employees.
Managers that succeed in coaching their team tend to have specific characteristics that
those who don’t lack either have but do not follow them to the fullest. They are the following.
LITERATURE REVIEW ON ORGANIZATIONAL COACHING 8
Listening skills
Employees are the number one key to success in any business. A good coaching manager
understands this. According to Gregory (2011), employee contentment is key to the success of a
business. Satisfaction can be achieved by listening to their distress, thoughts, and needs. For
successful coaching, a manager has to listen to his employees multisided. He can even devise
ways to make sure he listens to their concerns. These ways include suggestion boxes, regular
employee meetings because, after all, coaching is about them and not the coach. Listening goes
beyond staying quiet while giving someone your attention. Successful managers understand this
and hence observe the employee's facial expressions, mood, body language, and natural
behavior. The workplace is filled with uncertainty; thus listen should be a fulltime thing. While
listening to the employees, successful managers show that they care, engage themselves in
matters regarding employees, show empathy in case of distress, remain non-judgmental, mindful,
and never interrupt. These Managers who fail to coach their employees may listen but don’t take
keen matters of listening, which, even though is not included in a job contract specifications, is a
vital managerial role. This is because they fail to develop their listening skills through coaching.
Employees communicate in such a setting, but their opinions are neglected, making their morale
go down.
LITERATURE REVIEW ON ORGANIZATIONAL COACHING 9
Furthermore, their productivity decreases and leads to an increase in staff turnover and
morale declines within the entity. Listening to employees leads to work retention, improve
performance and engagement and innovation. A successful manager who listens to employees
reduces the turnover rate and increases the morale of the employee in an organization, unlike
their counterparts who don't.
Collaboration skills
To achieve desirable results on collaboration, successful managers tend to come up with
group coaching to enhance it. They do this by learning group thinking and coming up with a plan
to motivate group learning. According to information collected from 164 pharmaceutical firms
that operate in 27 countries, it is evident that collaboration has a positive impact on an
organization (Aragón, Martín & Hurtado, 2013). It means that firms have started realizing the
effectiveness of cooperation in a setting.
However, its success depends on the strategies employed. To come up with a reasonable
and inducing cause for the business gives employees clarity on the goals of the company. The
more inducing the purposes of a firm are, the more morale the employees get to be part of the
company goal. If the goals are not communicated clearly, the confidence goes down as they feel
they are not part of the bigger picture. That is why collaboration thrives where the vision and
LITERATURE REVIEW ON ORGANIZATIONAL COACHING 10
intention of a firm are clear. A manager successful in this cannot shun to give a clear picture of
the organization's goals.
Another right way for collaboration to be a reality in a setting is by continually making
sure that a manager communicates expectations. The expectations are either cooperative or
individual. It creates harmony in business and prevents unnecessary conflicts. It also tends to
bring workers together in a team and achieve goals collaboratively. It is also a bonding
experience for staff, which increases their morale and reduces turnover.
A manager has to encourage cohesion among team members. Successful coaching
managers do this by helping an individual to make as many contributions as possible. It enhances
a feeling of significance and increases their morale. They automatically perform better, and the
chances of them not leaving the company are high. Also, encouraging groups meeting for the day
encourages members to discuss their day objectives. It keeps everyone informed and prevents
duplication of the others' work or repetition.
The link between managers that successfully coach and those that don't is that the former
follows those collaborative procedures that ultimately increase morale and reduces turnover.
Emotional Intelligence
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Any manager is supposed to portray emotional intelligence. To effectively represent this
trait, managers have to understand emotional labor. Hothschild first introduced the emotional
labour term in 1983. It was further explained in 2000 by Grandey as the controlling of emotions
and feelings for one to remain valuable in the job. Emotions happen every day in job; be it
triggered by interactions between senior and junior employers interactions or other factors
outside of the organization (Lee & Chelladurai 2016). Lee & Chelladurai (2016) further explain
that emotional labour entails the regulation of individual inner emotion and how they perform
emotionally. What this means is that the outcome for emotional labor to be effective, it has to be
useful to both the employer and employee. Emotional intelligence refers to being able to be in
control of not only your emotions but for others as well. To successfully coach employees, this is
a requirement from a manager. The manager who unsuccessfully coach employees may have
emotional intelligence but lack to possess all the qualities of it. A leader who does not just shout
at his employees when under pressure but manages to remain calm portrays this skill. When you
shout to your employees, their morale may be affected, and they may do the work with tension
affecting productivity. It leads others to quit increasing staff turnover.
Hence an emotionally intelligent leader tends to be self-aware. By this, a manager can see
where their strengths and weaknesses lie. Having a clear picture of oneself automatically
contributes to reacting with humility. Successful managers tend to cultivate self-awareness by
maintaining journals and slowing down in the case of anger. When it comes to coaching, they
LITERATURE REVIEW ON ORGANIZATIONAL COACHING 12
automatically win. Translates to coexisting with the employees with humility, which yields
results in terms of staff turnover and morale increase in the working environment. Unlike their
counterparts, unsuccessful managers may fail to cultivate. Lack of developing it may lead to
outbursts on employees' often. It leads to high staff turnover and even a decrease in morale.
Also, successful managers in emotional intelligence portray self-regulation traits. They
again cultivate this trait by knowing their worth, holding themselves accountable, and regularly
practice being serene. It enables them to stay in control, which translates to confidence among
their employees and a boost to their morale. A calm manager also reduces the chances of high
staff turnover. The managers who don't succeed in the self-regulation, of course, are not able to
coach their staff. It is because the team needs a peaceful environment to thrive in coaching.
Managers that are not self-regulated lead to a high staff turnover rate and decrease their morale
because of regular outbursts.
Emotional intelligent managers also show another vital thing in empathy. They
understand that for respect and loyalty, a show of compassion cannot be shunned. They cultivate
this by putting themselves in an employee situation, paying attention to body language, and
responding to employees' feelings. An example of empathy is when a manager asks the
employee to work late at night to meet a deadline. An empathetic manager with this trait will
show how hard it is too for him to work at night to level the feelings. He may even compensate
LITERATURE REVIEW ON ORGANIZATIONAL COACHING 13
for that time of the employee by giving him/her Tuesday morning offs. Managers that fail to
coach
An emotionally intelligent manager to be successful has to contain social skills. The
social skills coaching of managers gives them the capability to develop this. Managers with this
skill can listen to both bad and even excellent news openly. Employees trust such people so
much that they can open to them. Socially skilled managers are also known to set examples of
how a working culture can be developed. They don't wait and, they go ahead and do it. The skill
helps in resolving arguments within the organization while remaining non- partial. Managers
who have successfully trained their employees follow some guidelines in couching to tap this
skill. They are learning conflict resolution, improve their communication skills, and learning also
to praise others. Those who don't couch their employees may have social skills but fail to
develop them. It leads to living among employees insensitively, and at times it can increase
turnover rate and reduce morale. Their counterparts, on the other hand, through social skills,
increase the confidence of customers and reduces the turnover rate of employees.
Sensing skills
Coaching help enhance sensing skills. For managers to succeed in coaching their team
effectively, they have to develop their sensing skills, which are done by the guidelines set for
coaching. You see, sensing managers are logical. They are convenient and authentic. Once in a
LITERATURE REVIEW ON ORGANIZATIONAL COACHING 14
while, you will see them on the ground. They love to have a clear picture of everything they are
undertaking and device a plan for that. In the field, they interact with their employees and
challenge them to be more logical in their approach. Successful managers are couched to have
this attribute, which is vital in reducing staff turnover rate and increasing morale.
On the other hand, managers that don't coach their staff may have this attribute but fail to
develop it. It’s impact on staff turnover rate, and employee morale might be negative. Because of
the employee sensing skill, one has to be coached on being able to tap and apply it.
Do organizations that encourage coaching have and maintain their human capital by
buying into coaching?
Some organizations have embraced coaching and those that still lag. Organizations that
support coaching may manage to have and maintain their staff. To be able to determine what
effect coaching has on maintaining staff, we are going to review this subject using relevant
citations that address this important subject.
The manager coaching helps them to treat their employees fairly and understanding them
while ensuring staff capital is not lost. A recent study in Korea indicates that coaching directly
impacts the staff on job contentment and clarity on their responsibility and an indirect impact on
job satisfaction and job dedication (Kim et al. 2013). What this implies is that coaching is a fact
LITERATURE REVIEW ON ORGANIZATIONAL COACHING 15
that directly affects the contentment of the staff which may deter them from making decisions to
leave. As managers conduct coaching, they are aware of this as they understand that staff
turnover is expensive to the company. Be it moneywise to enrol other staff, loss of an
experienced employee, or loss of morale to the remaining team, turnover hurts a company's
operations.
Managers have a task to ensure that the staff is motivated to stay in their business. Most
have held on to the opinion of coaching. According to Ellinger et al. (2011), they believe that in
the current business world, to remain relevant, you have to use individual learning and progress
and talent withholding in order to have a competitive edge. To expound this, it means that
training is critical for survival and also retaining employees according to them. Ellinger et al.
(2011) further illustrate that making connections training enhance family hood in the
organization. The connections are established by creating a universal vision, encouraging
quarrels resolution, among others. These connections with time go deeper to promote
cohesiveness among workmates and give them a reason to stay. You see, it is very easy to
remain in a firm where you freely interact and bond with workmates because it is a happy
environment.
It is a fact that most employees leave jobs because of insensitive bosses. According to
Joo, Sushko,& McLean (2012), manager treatment directly influences employee retention. It is a
LITERATURE REVIEW ON ORGANIZATIONAL COACHING 16
factual assertion. With a proper coaching model, the coach comes up with a way in which the
leaders in a company relate with their juniors. The organization adopts this to ensure there exists
good communication flowing up, down, and vice versa. With communication, the staff feels
needed, and there is a feeling of some importance when relating to the leaders of an organization.
They can be able to express what troubles them, their challenges, and ideas openly. The
organization may adopt this coaching model for the development of the staff and productivity.
But nowadays, they are also doing it because of staff retention, which has proven to be a crucial
thing in an organization. It saves costs as well as time to retain an employee rather than hire a
new one.
The current coaching has also helped managers know that retention of employees does
not only start after hiring but before recruiting. You see, they come up with a strategy and
business culture they wish to emphasize and point during the hiring process then point out those
with a potentiality of matching them. It makes the employees invite members in their team who
already can flow with their principles. It is a win-win situation because the employee finds the
infusion into a member of the workplace more accessible. The manager also saves time because
the employee can become productive soon after settling. If the business culture favours
employees, then they can stay for long in such an environment.
LITERATURE REVIEW ON ORGANIZATIONAL COACHING 17
Organization coaching brings in loyalty to the employee. Loyal staffs are happy to stay
and deliver. Recently, a study by PriceWaterHouse Coopers indicates that most millennia's
(around 91%) tend to agree to be loyal to the organization that they work for (Hershatter &
Epstein 2010). To expound this, it is essential to learn what loyalty entails in both cases. For the
millennials, loyalty involves a business where there is a career development environment,
coaching enhancement, and mentoring. On the part of enterprises, loyalty is intelligent, zealous,
and enthusiastic work (Hershatter & Epstein 2010). Managers are now informed, and the reason
they embrace coaching is because of the possibility of developing these loyal employees that will
stay for long in the company. The millennia's are also very clear in their recruitment if they find
out where a company where the above needs are addressed, they favor them.
In coaching, the organizations may adopt a way in which they simplify learning to cater
to all of its employees. While there are people who are swift learners, it is also paramount to note
that others are slow. Also, you may find that some are kinesthetic learners, visual learners, and
audio learners. To adequately consider all these for your employees, tailoring all is important.
The employee feels important because their way of learning is addressed. They grow in
confidence with time and deliver their mandate well. Also, this practice is carried out
consistently, enhances staff retaining which has become an integral part of business productivity.
LITERATURE REVIEW ON ORGANIZATIONAL COACHING 18
Organizations continue to thrive on coaching to address staff hiring again, which is
pivotal for a more prolonged engagement. In hiring, some organizations have adopted a new
hiring mechanism where they involve a buddy. A buddy is someone of the same level as the
interviewee. A person that understands their needs. With a buddy, In the time of recruitment,
they can hold open and informal talks. It keeps the potential employee at liberty to engage and
ask friendly questions. Intimate questions are like, 'where staff may hang out during lunchtime,
weekend, and more. It also gives the interviewee a chance to engage in pertinent issues
surrounding the potential of the job and express themselves fully. On the part of t person hiring,
he can be able to connect with such an employee easily and determine what role they can play in
an organization. He can make this decision at ease. On the part of the interviewee, it creates a
form of trust that will be of importance to their productivity. Employees love freedom enhanced
environments, and if they can have that in a workplace, it reciprocates to staying there
indefinitely.
Coaching continues to grow in extension and innovative ways with time. To address
human capital, every sensitivity measure has to be employed. For example, organizations that are
keen to retain have their idea of correcting and praising employees. The managers of such
organizations understand that praising the purported employee in public increases the confidence
and morale of them at the workplace. With public recognition by a senior manager, it also brings
a sense of self-importance and encourages others to work hard so that they, too, can be praised.
LITERATURE REVIEW ON ORGANIZATIONAL COACHING 19
In the case of a correction, a manager s expected to do so with concern and in private. These give
the employee trust in the leadership as their flaw is not put into the public for ridicule. It
strengthens the working relationship between the top and junior employees and increases the
probability of the staff staying in the firm for long. The reason management carries out this
sensitive approach is because they are concerned about employee productivity. They also tap in
this to ensure that employees even find a reason to continue working under them.
Another approach for employees who wish to retain their employees is coming up with
'SMART' tools. SMART tools stand for specific, measurable, actionable, relevant, and time-
bound (Macleod, 2012). They have become an integral part of today’s world of coaching.
Managers can come with realistic goals that are communicated to staff. They have to make sense
and pass the 'SMART' test. With such goals, the employee feels motivated because they point out
what is required of them. Besides, they are precise and executable. It improves the relationship
between management and junior employees because they regularly interact to ensure the goals
get to be realized. And as the relationship grows, productivity increases, their connection thrives,
and employees cannot leave such an organization easily. It becomes part of their life.
Organizations are known to plan some informal coaching methods that coerce the
employees into staying with them. According to Gormley & Nieuwerburgh (2014), engaging
staff should be the first step. It happens especially to newbies who do not know to benchmark.
LITERATURE REVIEW ON ORGANIZATIONAL COACHING 20
With informality, the employee is at ease to express themselves. An example of informal
coaching is where the manager suggests for lunch outings, light socials, or outings. In a relaxed
environment, they can interact well. The employee is given a hint of what is required and his or
her skills sharpened. They also get a chance to ask essential questions to improve the working
condition. The interaction increases employee confidence shows him/her how valued they are,
and acts as a platform for them to be sharpened on the organization. Carrying out this practice
regularly familiarize the employee with the management and business, It increases interaction
and bonding between the two-player, which ultimately leads to a long working relationship.
Coaching models advocate for transparency. Another way managers practice coaching is
by being transparent. By this, I mean opening up. According to Gatling & Harrah (2014),
transparency in coaching is essential for it to achieve the desired goal. It necessary because it
opens up communication while building trust. It also makes strong relations in the company. The
organization was at a gain when managers related honestly with their employees. This relation is
felt at all levels. It gives the employee a sense of security and a feeling of importance. The
transparent manager is also able to open up the feeling of employees and address them
affirmatively and gradually. The effect is a longer working relationship and harmony within the
enterprise.
Conclusion
LITERATURE REVIEW ON ORGANIZATIONAL COACHING 21
In summary, this literature review has managed to analyze the coaching effect on
management and its link to successful staff retention. It has also gone ahead to check whether
they are a relationship between managers who successfully carry out coaching and the effect it
has on moral/turnover rate and answered whether businesses embrace coaching to hire and retain
its employees. It has relied on empirical research from various relevant information carried out
from time to time. It is evident that, indeed, coaching is a good practice. Many organizations
should adopt it for staff morale, retaining staff, and ultimately the productivity of the business.
LITERATURE REVIEW ON ORGANIZATIONAL COACHING 22
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