A Study of Managerial Coaching Effectiveness on Leadership Development in an Oil and Gas Company in the UAE

Abstract

The concept of executive or managerial coaching in literature has expanded beyond the reputation of the academic and psychological contexts. Lately it was developed to cover human resource development, management and organizational leadership, and philosophical contexts, and recently it received attention in business and organizational development contexts (Hamlin, Ellinger, & Beattie, 2008; Ellinger, Ellinger, & Keller, 2003; Peterson & Hicks, 1996). Today managerial coaching is considered as a novel technique or tool for leadership development and received attention in a leadership context (Kuo, Chang, & Chang, 2014). Many conceptual and empirical studies have been conducted recently on managerial coaching (Hamlin, Ellinger, & Beattie, 2008; Hagen, 2012), but none of them have been conducted in a UAE context. A solid attempt to outline the important dimensions, components, or competencies required to achieve or assess the desired coaching outcome on managerial coaching effectiveness has not been completed (Hagen, 2012; McLean et al., 2005; Kuo, Ghang, & Chang, 2014.