A study of coaching leadership style practice in projects

Morten Emil Berg and Jan Terje Karlsen

Management Research Review, 2016, vol. 39, issue 9, 1122-1142

Abstract: Purpose - The purpose of this paper is to describe and discuss how project managers practice a coaching leadership style (CLS). Design/methodology/approach - This paper is based on a case study of an organization practicing coaching in projects. Findings - The research findings show that to succeed with a CLS, project managers must have a large toolbox, which includes signature strengths, self-management and a give culture. Further, the paper describes how a model consisting of two learning processes can help to implement a CLS in practice. Research limitations/implications - This study is exploratory, contributing to the development of a substantive theory. Theory testing as well as more in-depth investigation of mental models of a CLS would be valuable. Practical implications - Coaching leadership theories offer insights that can be leveraged to make project management more effective through improved research foundations. Originality/value - This paper focuses on how a CLS is carried out in projects and how it can be improved and should thus be of interest to managers searching for tools and models for effective leadership.

Keywords: Project management; Leadership; Coaching (search for similar items in EconPapers)
Date: 2016
References: Add references at CitEc
Citations: View citations in EconPapers (2)

Downloads: (external link)
https://www.emerald.com/insight/content/doi/10.110 ... d&utm_campaign=repec (text/html)
https://www.emerald.com/insight/content/doi/10.110 ... d&utm_campaign=repec (application/pdf)
Access to full text is restricted to subscribers

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:eme:mrrpps:v:39:y:2016:i:9:p:1122-1142

DOI: 10.1108/MRR-07-2015-0157

Access Statistics for this article

Management Research Review is currently edited by Dr Jay Janney and Prof Lerong He

More articles in Management Research Review from Emerald Group Publishing Limited
Bibliographic data for series maintained by Emerald Support ().