The Emergent role of the Coaching Manager: an experience of working with IPA

Abstract

A result of organisational change over the last two decades has been the expectation on managers to coach as part of their roles. However, only the minority of organisations provide training in how to. Consequently, the role of the ‘coaching manager’ has emerged; a manager untrained in coaching, who uses coaching approaches as part of their daily work. This article provides an account of using IPA methodology to make sense of the lived experiences of coaching managers. It discusses how the role should be categorised in literature and considered as a stand-alone construct.

Keywords

• interpretative phenomenological analysis
• coaching manager
• organisations
• reflection