Conceptualizing the distinctiveness of Team Coaching

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Conceptualizing the distinctiveness of Team Coaching. / Jones, Rebecca; Napiersky, Uwe; Lyubovnikova, Joanne.

In: Journal of Managerial Psychology, 15.02.2019.

Research output: Contribution to journalArticle

Harvard

Jones, R, Napiersky, U & Lyubovnikova, J 2019, 'Conceptualizing the distinctiveness of Team Coaching' Journal of Managerial Psychology. https://doi.org/10.1108/JMP-07-2018-0326

APA

Jones, R., Napiersky, U., & Lyubovnikova, J. (2019). Conceptualizing the distinctiveness of Team Coaching. Journal of Managerial Psychology. https://doi.org/10.1108/JMP-07-2018-0326

Vancouver

Jones R, Napiersky U, Lyubovnikova J. Conceptualizing the distinctiveness of Team Coaching. Journal of Managerial Psychology. 2019 Feb 15. https://doi.org/10.1108/JMP-07-2018-0326

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Jones, Rebecca ; Napiersky, Uwe ; Lyubovnikova, Joanne. / Conceptualizing the distinctiveness of Team Coaching. In: Journal of Managerial Psychology. 2019.

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@article{f21801f096d749bbb3e37fbdf6d450fd,
title = "Conceptualizing the distinctiveness of Team Coaching",
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.",
keywords = "Coaching, Teams, Training",
author = "Rebecca Jones and Uwe Napiersky and Joanne Lyubovnikova",
note = "{\circledC} Emerald Publishing Limited 2019 Published by Emerald Publishing Limited Licensed re-use rights only",
year = "2019",
month = "2",
day = "15",
doi = "10.1108/JMP-07-2018-0326",
language = "English",
journal = "Journal of Managerial Psychology",
issn = "0268-3946",
publisher = "Emerald Group Publishing Ltd.",

}

RIS (suitable for import to EndNote) - Download

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 - 2019/2/15

Y1 - 2019/2/15

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

JO - Journal of Managerial Psychology

T2 - Journal of Managerial Psychology

JF - Journal of Managerial Psychology

SN - 0268-3946

ER -

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