ABSTRACT
The Problem. Scholars in the feedback-seeking domain have predominantly focused on employee feedback seeking. However, there is less known about feedback seeking when the leader is the seeker of feedback. This is unfortunate because in dynamic and uncertain environments, as presented by the COVID-19 crisis, leaders will need to seek feedback from others to develop a holistic view of the emerging situation and respond in a timely manner. The Solution. The authors make a case for leader feedback seeking by identifying its four potential benefits for leaders themselves and organizations. Subsequently, they discuss four human resource development practices that can promote leader feedback-seeking behavior within organizations. The Stakeholders. This article will benefit organizations that seek to encourage their leadership talent to seek feedback at work.
ABSTRACT
The Problem. Scholars in the feedback-seeking domain have predominantly focused on employee feedback seeking. However, there is less known about feedback seeking when the leader is the seeker of feedback. This is unfortunate because in dynamic and uncertain environments, as presented by the COVID-19 crisis, leaders will need to seek feedback from others to develop a holistic view of the emerging situation and respond in a timely manner. The Solution. The authors make a case for leader feedback seeking by identifying its four potential benefits for leaders themselves and organizations. Subsequently, they discuss four human resource development practices that can promote leader feedback-seeking behavior within organizations. The Stakeholders. This article will benefit organizations that seek to encourage their leadership talent to seek feedback at work.
ABSTRACT
Kotak Mahindra Life Insurance Company Limited ((in short, Kotak Life) is one of India?s fastest-growing insurance companies in India. It is well regarded as a reputed, admired and sustainable company that believes in and practices the value of being ?people-friendly?. Hence, the company invests significant time, effort and money in developing its employees. In this interview, we explore an HR practitioner?s perspective on human capital development and its evolvement in the COVID-19 context in India. Specifically, we interviewed the Senior Vice President Human Resources and Head Organisation Capability and Development and, DE&I of Kotak Life to understand the human capital development process at Kotak Life Insurance. Given that this interview was conducted during the second wave of the COVID-19 pandemic in India, we also explored how the human capital development process was impacted by the COVID-19 pandemic and, thus, appropriately modified through the medium of digitalisation.
ABSTRACT
PurposeIn this paper, we provide a brief understanding of the field of managerial coaching, specifically, offering insights on what has been studied and ideas on where the field can move forward.Design/methodology/approachWe review managerial coaching research, focusing in particular on its consequences and determinants. Based on the review, we uncover three areas that will help advance the development of managerial coaching research.FindingsOur review indicates that both individual and contextual factors influence managerial coaching. Managerial coaching is beneficial not only for employees but also for managers who engage in coaching and the teams they manage. Despite the overwhelmingly positive view of managerial coaching, emerging research addresses the detrimental effects of coaching on managers who engage in coaching. We call on researchers to undertake more work on the factors that reduce managers’ inclination to coach, dark side outcomes of coaching, and role of individual and contextual factors in influencing the effects of coaching.Originality/valueBy reviewing extant managerial coaching research as well as suggesting fruitful avenues for researchers to explore, this paper serves as a useful guide for scholars interested in contributing to the emerging body of research on managerial coaching.