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New research by Angie Dixey at Oxford Brookes University presents some interesting findings for organisations actively aiming to encourage managerial coaching. Dixey’s dissertation How Managers Experience Their Role As Coach: An Interpretative Phenomenological Analysis explored how the “preference towards a conversational nature of managerial coaching supports the sentiment found in leadership theory that coaching should be a way of managing, rather than a prescribed activity.”
She cites literature suggesting the “line manager role is better conceived in management style terms as a coaching style of management, integrated within a move from a command and control to a more participative style of management.”