(Hamlinet al., 2008). Accordingly, the literature on leadership coaching is concentratedaround externally provided executive coaching. This literature indicatesa significant positive association between executive coaching and individualperformance, self-efficacy, organizational commitment and performance, leadership,and conflict resolution (Baron & Morin, 2009).The following structural elements are generally considered essential forsuccess in any type of coaching: voluntary participation; selection of one’sown coach and what to work on; coaches trained in listening and questioning;a safe environment; time allocated for coaching; face-to-face contact; subsequentfeedback by the coach; and reflection by the coachee (Hunt &Weintraub, 2007). Baron
This stance could be seen to be part of the search for a successful management formula for business success, which has led to management theory being part of a major academic industry. Re-engineering, total quality, downsizing, management by walking around; centralisation and decentralisation have all been fashionable as change trailblazers in academic and corporate circles before slipping into mid-life obscurity (Micklethwaite and Wooldridge, 1996). Organisational coaching, as a relatively recent arrival, is still arguably in its ascendancy. How long the progressive curve lasts, will depend on the quality of the evidence-based research available to sustain the increasing corporate spend on coaching strategies and related management development. The kernel of the research quest was to better understand the nature of coaching within an organisation so as to identify and explore any characteristics necessary for coaching to achieve a favourable impact on organisational culture and performance. Between 1937 and the 1960s literature on workplace coaching mainly involved descriptive reports of managers coaching employees and from this point more rigorous work started to emerge. The first peer-reviewed paper was published in 1937 (Gorby, 1937) and there was very little research (93 papers) until 2000 onwards when the level of peer reviewed and doctoral research
Managers are expected to be skilled at coaching their staff to enhance employee engagement, wellbeing and performance, and to facilitate organisational and personal change (Chartered Institute of Personnel Development, 2004).
Similarly, although there is past research examining the impact of coaching on factors such as wellbeing (Green et al., 2006), goal attainment (Grant, 2003) and leadership style (Smither et al., 2003; Wasylyshyn, 2003), there are few published papers on the impact of coaching skills training on managers’ coaching skills let alone how does it impact on productivity.
The purpose of this study is to close the gap by extremely investigating this phenomenon through the relevant literature, shedding more light into the relationship of compensation, job involvement and feedback and employee productivity with the mediating role of coaching and providing suggestions to the public organizations as how they can make best use of coaching to make their employees perform well on the