| Abstract: | Managerial coaching has become increasingly popular despite limited empirical evidence of its impact on the individuals giving and receiving coaching, and its impact on the workplace overall. This article reviews the literature on the definition of practice of managerial coaching, and what managerial coaching looks like in terms of skills and behaviors, and examines the empirical evidence that currently exists. Models representing new current research and gaps within the literature are advanced, and future research implications are explored. |
