The practice of manager as coach (MAC): Unequal power relations and their effect on feelings toward the organization

Manager as Coach (MAC) is a concept that relates to managers who actively coach their subordinates to improve their skills, competence, and performance. The MAC practice is a popular tool for managers in organizations; however, there is a debate about the benefits gained from coaching by MACs and a theoretical gap regarding the effectiveness of this process. The purpose of this study is to examine the different perceptions of managers who coach their subordinates and subordinates coached by their managers of the coaching process and to estimate the perceived success of this process. In-depth interviews were conducted with 13 MACs and 9 coachees from various organizations in Israel. Qualitative content analysis was used to analyze and interpret the data. Basic analysis indicates that the perceptions of the MACs toward the coaching process were positive, whereas the coachees held mixed perceptions. The different perceptions point to the unequal power relations between the MACs and the coachees. In the interpretive analysis, it was found that the perceptions toward the MAC process affect coachee feelings toward the organization but not the coach's feelings. Relying on Leader-Member Exchange (LMX) theory, the MAC process will be successful only if managers significantly reduce power distances. Therefore, organizations must offer their MACs significant coaching training to decrease the negative consequences of the MAC practice and to diminish the power distance between MAC and coachee.