After-coaching leadership skills and their impact on direct reports: recommendations for organizations

Abstract

This hermeneutic phenomenological study explores the after-coaching leadership skills of management that affected direct reports. The selection process relied on sequential sampling as a means of choosing 20 participants for in-depth interviews. After the transcription of the interviews, Atlas.ti software was used to manage data coding. Four themes emerged: (a) management's tools resulting in a motivated environment; (b) effects of management creating safe work environments; (c) depth of communication; and (d) self-reflection.

Keywords:

• coaching
• leadership development
• leadership skills
• after-coaching management skills