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The Coaching Manager

The Coaching Manager
Developing Top Talent in Business

Third Edition

May 2016 | 360 pages | SAGE Publications, Inc

The Coaching Manager, Third Edition provides students and managers alike with the guidance, tools, and examples needed to develop leadership talent and inspire performance.  Using an innovative coaching model, bestselling authors James M. Hunt and Joseph R. Weintraub present readers with a developmental coaching methodology to help employees achieve higher levels of skill, experience greater engagement with organizations, and promote personal development.  The thoroughly updated Third Edition reflects the authors’ latest research, which focus on building and maintaining trust, working with others who are different from yourself, and coaching by the use of technology.

Chapter 1: Whither the Coaching Manager
Coaching in an Uncertain World

The Coaching Manager Model and Developmental Coaching

Coaching and Learning

Why Don’t More Managers Coach?

It’s the Relationship That Matters

Coaching Isn’t the Same as Mentoring

The Title of the Book Is The Coaching Manager

Chapter 2: The Coaching Manager Model—An Overview
Tonia and Ashok

Our Reactions to the Case

The Coaching Manager Model

A Coaching Culture

The Coaching Mindset

It’s the Relationship that Makes it All Possible

The Coachee

The Opportunity



Follow Through and the Action Plan

As You Experiment With Coaching

Chapter 3: The Coaching Mindset
The Manager Who Learns to Coach

Can Anyone Learn to Coach?

The Characteristics of the Coaching Mindset

The Coaching Manager

Chapter 4: The Coachable "Coachee"
The Question of “Coachability”

What Do Employees Want From Their Managers?

Hallmarks of the Coachable Learner

The Problem of Impression Management

Barriers to Coaching: What Does an Apparent Lack of Coachability Look Like?

Arrogance: The Overestimator

An Apparent Lack of Interest in the Job

The Impact of Personal Stress

Diversity and Coachability

A Mismatch Between the Career Stage of the Employee and the Career Stage of the Manager

Coachability: Treat Each Employee as an Individual

Chapter 5: The Coaching-Friendly Culture and the Coaching Relationship
The Coaching Friendly Culture

The Values and Practices of the Coaching-Friendly Culture

The Coaching Manager and Coachee Relationship

The Decision to Trust

Building Trust and a Coaching-Friendly Culture at the Team Level

The Coaching Relationship in a Diverse World

Cultural Intelligence

Protecting a Coach-Friendly Culture Over Time

Chapter 6: The Opportunity
Coaching Managers Focus on Running a Business

Not Just Results, Process: How the Work Gets Done

The Common Element in All Learning Opportunities

The Coachee’s View of the Learning Opportunity

What Should the Coaching Manager Pay Attention to? Competence

Entrepreneurial Learning

Strengths or Weaknesses?

Opportunities: A Summary

Chapter 7: Reflection
What Do We Mean By Reflection?


Encouraging Reflection

Ask Reflective Questions, Listen for Understanding

On Learning to Ask Useful Questions

Helping the Employee Take Ownership

This Takes Time – And it Doesn’t Get You There

Chapter 8: Feedback
Why are Performance Date, Even Observational Data, Suspect?

The Real Problem: Our Tendency to Draw Inferences From Selected Data

Error and Expectations: What You See Is What You Get

Getting the Most From Direct Observation and Related Approaches to Gathering Performance Data

The Coachee’s Role

The Coaching Manager as Observer: Promoting Learning and Performance, From the Sidelines

Feedback and Coaching

The Benefits of Feedback

The Problem With Feedback

Making Feedback Useful – A Summary

The Basics of Providing Balanced Feedback

The Emotional Impact of Feedback

Maximizing the Value of That Imperfect Instrument, Feedback

Your Development as a Provider of Feedback

Chapter 9: Follow Through and Action Planning
Planned Development and Action Planning

Setting Goals

How People Change




Building Commitment for Learning and Change

Face-to-face Follow-up and More

Conclusions: Goal Setting and Follow Through

Chapter 10: Developmental Coaching and Performance Problems
Causes of Performance Problems

Poor Managers and Poorly Communicated Expectations

The Problem of Alignment

The Right Person in the Wrong Situation

Personal Problems


Team Problems

Organizational Change

Addressing Performance Problems: Some Coaching Guidelines

Chapter 11: Coaching and Career Development
The Changing View of Careers and Career Development

Knowing What You Want

Developmental Coaching and Career Development

Learning Goals and Career Development

Who You Know Does Count: Networks, Supporters, and Blockers

Using Developmental Coaching to Address Career Concerns and Promote Career Development

The Career Story

The Final Word, for Now

Chapter 12: Coaching and Management Education
The Nature of the Problem

Transfer of Learning

Making the Most of Learning in Management Education

Defining the Learning Goal

Choosing the Right Program

Following Up

Management Development Programs and the Coaching Manager

Chapter 13: Distance Coaching
Trust and the Virtual Team

What About Texting? Back to What Coaching is All About

Distance Coaching: A Summary of the Key Points

Chapter 14: Epilogue
Once Again, Technology

Changing Demographics

The Relationship Between the Manager and the Employee Is Still the Key

A Final Word for Our Coaches, Experienced and New

Key features


  • The Coaching Manager Model simplifies core concepts and helps readers get at the essence of what it takes to be a coaching manager.
  • Real-world cases illustrate coaching in a variety of environments and offer strategies for developing people within any organization.
  • Self-assessment tools prompt readers to explore their existing notions of coaching and help readers create and sustain a coaching environment.
  • Action checklists deepen skill sets and provide experiential learning opportunities in the classroom and on the job.
  • Numerous practical examples and exercises encourage readers to apply the concepts and build their skill set as a coaching manager.


  • New research and contemporary cases demonstrate how managers are using coaching to develop talent in our current economy.
  • A new section on entreprenurial learning has been added to discuss coaching and development relevant to entrepreneurs.
  •  New real-world examples of diversity and technology help readers coach others different from oneself and show readers how to use technology to coach employees over vast distances.  

Sample Materials & Chapters

Chapter 1

Chapter 2

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