The purpose of this paper is to explore the manager as coach (MAC) role as an organisational development strategy, in particular, aspects of the relationship between manager and employee that make it successful. The purpose of the MAC in the business context is to help employees consider how they might work and behave differently with more effective behaviours that produce better outcomes, without a reliance on the formal authority the manager possesses.
A qualitative case study approach was adopted in which individuals shared their experiences as MAC and/or as an employee receiving coaching from a manager in an asynchronous online discussion forum. These discussions were then qualitatively analysed.
The findings illustrate the complexity of the MAC role and why many managers fail in this role, leading to a loss of engagement and motivation of staff. Similarly, factors, which strengthen the relationship between the MAC and employee, such as trust, shared values, and benevolence lead to success in this organisational relationship.
Managers need to understand how to operate as a MAC to elevate organisational performance. Similarly, organisational developers need to understand what is required in training programs to develop managers into coaches if they are to employ this strategy successfully.
This practitioner oriented paper builds upon a case study, which explores the MAC role and integrates the findings with contemporary knowledge on performance management and coaching.
