A field experiment was conducted to assess the extent to which coaching enhances the effectiveness of a feedback workshop for store managers in a regional supermarket chain. The experimental group of managers received individual coaching several weeks after attending a feedback workshop, whereas the control group of managers attended a similar workshop but did not receive the follow-up coaching. How often each store manager used proactive influence tactics was rated by subordinates (department managers) before the interventions and several months afterward. The primary basis for comparing experimental and control groups was change in subordinate ratings of core tactic use by focal managers from the pre-measure survey to the post-measure survey. Data were analyzed at both the individual and group (store) level. Store manager retrospective ratings of perceived change in their use of the core tactics to influence subordinates provided another basis for assessing change. The results were not strong or consistent for the different types of analyses, but the overall pattern of results suggests that coaching slightly increased the amount of behavior change. Reasons for lack of stronger results are discussed.
|School:||State University of New York at Albany|
|School Location:||United States -- New York|
|Source:||DAI-A 70/02, Dissertation Abstracts International|
|Subjects:||Management, Occupational psychology|
|Keywords:||Behavioral feedback, Coaching, Development, Feedback, Leadership, Management, Multisource|
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