Researchers Nicholas Clarke, Najla Alshenaifi and Thomas Garavan studied 389 managers and their team members in 31 organizations. Their results come in two steps. When manager and employee have a good working relationship, the manager coaches more. And the more a manager coaches, the better the employee performs.

Then comes an interesting twist. In teams where people felt they were competing with one another, coaching had a smaller effect on performance. A friendly climate on its own added no extra lift. What counted was the relationship, and a climate that gives coaching room to work.¹

Talent Takeaway

It reminds us that coaching grows out of relationships. Before we plan the next coaching program, it is worth looking at how rankings, bonuses and promotions feel to the people in our teams. Where they reward working together, coaching has its best chance. And for each of us as managers: time spent on the relationship is time spent on coaching.

¹ Clarke, N., Alshenaifi, N., & Garavan, T. (2026). Contextual features affecting managers undertaking coaching and its impact on employee performance in competitive and supportive psychological climates. Human Resource Development International, 29(2). https://doi.org/10.1080/13678868.2026.2644373