Abstract
Purpose: Team coaching (TC) is a popular new addition to the team learning and development toolkit. However, the conceptualization of TC and the distinction between TC, team training, team development and team building interventions remains unclear. The paper aims to discuss these issues. Design/methodology/approach: The authors address this significant gap by abductively exploring how TC is conceptualised in practice (n=410). The authors survey practitioners engaged in delivering TC to ask how they would define TC and distinguish it from other team interventions. Findings: A thematic analysis of the data reveals eight themes, which can be used to define TC and illustrate areas of overlap and distinctiveness with other team interventions. Research limitations/implications: The absence of a clearly defined construct is hindering the development of a rigorous theory of TC. The contribution of the paper is, therefore, a clear and comprehensive definition of TC, which can be used by researchers and practitioners alike when working within the domain of TC. Originality/value: The paper provides the first systematic exploration of a definition of TC in relation to alternative team interventions. By utilising an abductive approach in the research, the authors are able to capitalise on practitioner experience in this practice-led field.
| Original language | English |
|---|---|
| Pages (from-to) | 62-78 |
| Number of pages | 17 |
| Journal | Journal of Managerial Psychology |
| Volume | 34 |
| Issue number | 2 |
| Early online date | 15 Feb 2019 |
| DOIs | |
| Publication status | Published - 11 Mar 2019 |
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Bibliographical note
© Emerald Publishing Limited 2019Published by Emerald Publishing Limited
Licensed re-use rights only
Keywords
- Coaching
- Teams
- Training
Cite this
}
Conceptualizing the distinctiveness of Team Coaching. / Jones, Rebecca; Napiersky, Uwe; Lyubovnikova, Joanne.
In: Journal of Managerial Psychology, Vol. 34, No. 2, 11.03.2019, p. 62-78.Research output: Contribution to journal › Article
TY - JOUR
T1 - Conceptualizing the distinctiveness of Team Coaching
AU - Jones, Rebecca
AU - Napiersky, Uwe
AU - Lyubovnikova, Joanne
N1 - © Emerald Publishing Limited 2019 Published by Emerald Publishing Limited Licensed re-use rights only
PY - 2019/3/11
Y1 - 2019/3/11
N2 - Purpose: Team coaching (TC) is a popular new addition to the team learning and development toolkit. However, the conceptualization of TC and the distinction between TC, team training, team development and team building interventions remains unclear. The paper aims to discuss these issues. Design/methodology/approach: The authors address this significant gap by abductively exploring how TC is conceptualised in practice (n=410). The authors survey practitioners engaged in delivering TC to ask how they would define TC and distinguish it from other team interventions. Findings: A thematic analysis of the data reveals eight themes, which can be used to define TC and illustrate areas of overlap and distinctiveness with other team interventions. Research limitations/implications: The absence of a clearly defined construct is hindering the development of a rigorous theory of TC. The contribution of the paper is, therefore, a clear and comprehensive definition of TC, which can be used by researchers and practitioners alike when working within the domain of TC. Originality/value: The paper provides the first systematic exploration of a definition of TC in relation to alternative team interventions. By utilising an abductive approach in the research, the authors are able to capitalise on practitioner experience in this practice-led field.
AB - Purpose: Team coaching (TC) is a popular new addition to the team learning and development toolkit. However, the conceptualization of TC and the distinction between TC, team training, team development and team building interventions remains unclear. The paper aims to discuss these issues. Design/methodology/approach: The authors address this significant gap by abductively exploring how TC is conceptualised in practice (n=410). The authors survey practitioners engaged in delivering TC to ask how they would define TC and distinguish it from other team interventions. Findings: A thematic analysis of the data reveals eight themes, which can be used to define TC and illustrate areas of overlap and distinctiveness with other team interventions. Research limitations/implications: The absence of a clearly defined construct is hindering the development of a rigorous theory of TC. The contribution of the paper is, therefore, a clear and comprehensive definition of TC, which can be used by researchers and practitioners alike when working within the domain of TC. Originality/value: The paper provides the first systematic exploration of a definition of TC in relation to alternative team interventions. By utilising an abductive approach in the research, the authors are able to capitalise on practitioner experience in this practice-led field.
KW - Coaching
KW - Teams
KW - Training
UR - https://www.emeraldinsight.com/doi/full/10.1108/JMP-07-2018-0326
UR - http://www.scopus.com/inward/record.url?scp=85061487388&partnerID=8YFLogxK
U2 - 10.1108/JMP-07-2018-0326
DO - 10.1108/JMP-07-2018-0326
M3 - Article
VL - 34
SP - 62
EP - 78
JO - Journal of Managerial Psychology
JF - Journal of Managerial Psychology
SN - 0268-3946
IS - 2
ER -