Table 5.

Managers’ beliefs themes when managers are serving as coaches.

Managers’ beliefs
Managers’ perspectives of their beliefs when serving as coaches	Employees’ perspectives as coachees of managers’ beliefs when Serving as coaches
Beliefs about self-awareness – 11/31 Belief about seeking learning opportunities – 6/9 Belief that one must be self-aware – 5/10 Belief about own personal strengths and weaknesses – 5/6 Belief about learning from employees – 2/4 Belief that one can only change oneself – 1/2 Beliefs about learning – 11/26 Belief that learning continually happens – 6/7 Belief that all should and can learn – 5/11 Belief that uncomfortable experiences lead to learning – 2/4 Belief that one must seek to understand in order to learn – 2/2 Belief that learning is fun – 1/1 Beliefs about my role as manager – 9/23 Belief that managers should develop employees – 6/7 Belief that the manager role is employee-role alignment 6/6 Belief that manager role is employee learning and success – 3/7 Belief that managers are to hold employees accountable – 2/2 Belief that managing comes naturally – 1/1 Beliefs about context for facilitating learning – 8/20 Belief that trust and honesty are important – 4/10 Belief that psychological safety is important – 3/4 Belief to be intentional about one-on-ones – 3/3 Belief in a culture of respect – 1/1 Belief in systems – 1/1 Beliefs about knowing my employees – 8/18 Belief that individuals are different – 4/9 Belief about employee strengths – 4/4 Belief about relying on employee skills – 3/3 Belief that people do not want to disappoint – 1/1 Belief that employee body language is telling – 1/1 Beliefs about how to manage more developmentally – 8/16 Belief that authoritative management is bad – 3/4 Belief about managing with flexibility – 3/3 Belief that you lead by example – 2/5 Belief that communication is important – 1/1 Belief that one should keep a big-picture perspective – 1/1 Belief that listening is important – 1/1 Belief that managing is like parenting – 1/1 Beliefs about knowing each other – 5/10 Belief that informal relationships are important – 2/4	Beliefs about employee – 5/6 Belief in employee capabilities – 3/4 Belief about trusting the employee – 2/3 Beliefs about management style – 4/5 Belief that the manager values relationships – 2/2 Belief that the manager has positive intent – 1/1 Belief that the manager values communication – 1/1 Belief about learning – 2/2

Numbers provided in format X/Y – X represents the number of participants (out of 12), and Y represents the number of references.