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The influence of coaching on employee performance: Results from two international quantitative studies.

dc.contributor.authorPousa, Claudio
dc.contributor.authorMathieu, Anne
dc.identifier.citationPousa, C. and Mathieu, A. (2014), The Influence of Coaching on Employee Performance: Results From Two International Quantitative Studies. Performance Improvement Quarterly, 27(3), 75–92. doi:10.1002/piq.21175en_US
dc.descriptionThis is the postprint version of a work published in Performance improvement quarterly 27:3 (2014) The version on the publisher's website can be viewed at
dc.description.abstractCoaching has been identified as a key managerial behavior that organizations must promote to develop employees and achieve higher levels of performance. Despite this agreement and an increasing interest in coaching, there is still a paucity of studies exploring the impact of coaching on individual performance. This paper presents an empirical investigation from two international field studies, one using B-to-B salespersons working in Latin America and the other one using B-to-C frontline employees from a service organization in Canada. Building on Leader-Member Exchange Theory we propose that coaching increases individual performance beyond the potential impact of sales experience and tenure. We find that coaching can explain between 2.9% and 6.2% of the variance in performance when controlling for tenure and experience. The paper makes several scientific and managerial contributions, and also opens new avenues for research.en_US
dc.subjectemployee performanceen_US
dc.subjectbusiness-to-business salesen_US
dc.subjectbusiness-to-consumer salesen_US
dc.titleThe influence of coaching on employee performance: Results from two international quantitative studies.en_US

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