Table 2.

Beliefs held by managers as facilitators of learning.

Ellinger and Bostrom (2002, p. 155–156, p. 164)	Campbell and Evans (2016, p. 80)	Misiukonis (2011, p. 57)
Category 1: Beliefs held by facilitators of learning about their roles and capabilities: Beliefs about roles: My role is to facilitate learning and development – this is what I do Coaching is all about people – helping them to grow and develop There is a difference between coaching and management – role distinction Management is telling people what to do Beliefs about capabilities: I care enough to help them I have skills and process capabilities that I can apply I have a reservoir of experiences that I can apply Establishing trust and building relationships is critical Category 2: Beliefs held by facilitators of learning about the learning process and learning: Beliefs about the learning process: Feedback is important Integrate learning with work Learners must be encouraged to learn for themselves Beliefs about learning: Learning is important Learning is ongoing Learning is shared Category 3: Beliefs about learners: Beliefs about learners: Learners are very capable Learning must be willing to learn – learning is not one-way Learners need a solid information foundation Learnings need to understand the ‘why’s	Beliefs held by managers about their roles, skills, and capabilities: Facilitator skills, experience, and self-belief Managing skills risk and succession planning Beliefs held by managers about learning and the learning process: Learning is social and experiential Learning delivers business results Learning builds confidence and self-belief Learning is enabled through feedback Beliefs held by managers about learners: People are individuals People need to take ownership and problem-solve People need help to see the bigger picture People need support to develop confidence Beliefs held by managers about leadership and the environment: Creating the right environment Leaders are role models	Beliefs about self-efficacy and own roles: Beliefs about self-efficacy and capabilities in coaching Beliefs about own role as a middle manager Beliefs about organisation and management: Beliefs about organization Beliefs about management Beliefs about subordinates: Beliefs about subordinates (coachees) Beliefs about coaching: Beliefs about coaching as an approach Beliefs about coaching as a practice in organisations