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The demand for leaders to coach their employees is increasing as the benefits become more and more evident. However, little is known about the training managers have received in coaching or what support is available/required from their organizations. The paper aims to discuss this issue.

The paper encompassed a survey of 580 managers in Australian organizations with more than 200 employees. The authors used qualitative thematic analysis to examine the extensive free text answers.

The findings indicated that while some managers had received some form of training in coaching (30-40 percent, depending on training type), 40 percent of them expressed a desire for introductory and/or further training. The findings suggest that training should be tailored to the managerial context instead of a generic coaching training, with a more structured and coordinated approach to organizational coaching required.

Organizations could benefit from supporting managers with the following strategies: Why – Organizations need to explain clearly why a coaching leadership style is beneficial. How – Training can come in many forms from workshops to “on-the-job” learning. When – Managers want more insights into when and when not to use a coaching style. What – it should not be assumed that all leaders possess coaching skills but rather those coaching skills need to be acquired and developed.

This paper offers insight into current training and support structures for “leadership coaching”, and suggests strategies to help managers to implement coaching as a leadership skillset.

Taking a career capital approach, this paper addresses the issue of “pipeline block” frequently experienced by women seeking career advancement. Focusing on the Arab Middle East (AME) region, the authors take a contextually relevant multi-level approach to examine these issues.

The study uses a qualitative, interview-based approach, drawing on data obtained from women leaders from the AME region. Drawing on Bourdieu's capital-field-habitus framework, we explore how women in the AME developed career capital in particular organisational fields.

The findings show the importance of human and social capital, as well as the influence of habitus for women's career advancement in specific fields. The study also highlights the unique contribution of cultural capital in helping women to navigate organisational fields where it is necessary to both challenge, and conform to, traditional norms.

Limitations of the study include assumptions of homogeneity across countries of the AME, whereas differences are known to exist. Future research should consider these contextual differences, and also include a study of women who were not successful in gaining career advancement.

The study’s multi-level approach highlights practical implications for women, organisations and society. For organisations, the authors propose some context-relevant coaching strategies that can help women to attain leadership positions.

The study’s multi-level approach highlights practical implications for women, organisations,and society. Focusing on organisations, the authors propose some context-relevant coaching strategies that can help women to attain advancement in their careers.

The study demonstrates originality in the findings by showing how women overcome the pipeline block in relation to their career advancement. The use of the Bourdieusian framework, an in-depth qualitative approach, and the AME context also add to the study's originality.

The study aims to develop a holistic model identifying the constructs that impact customer loyalty in retail banking and introduce product type as a moderating variable to the model.

A conceptual model of customer loyalty is introduced and empirically tested with 416 valid samples obtained from Australian retail banking customers. The data were analysed using partial least squares structural equation modelling and multigroup analysis.

This study confirms the moderating effect of high- and low-involvement products on the relationship between customer loyalty and satisfaction, trust, service quality, commitment and perceived value. Surprisingly, the effect of satisfaction on loyalty was much stronger with low-involvement product types and the effect of commitment on loyalty was much stronger with customers who utilise high-involvement products.

The study uses a sample population in Australia who utilise one of the top four banks and investigates three product types. Further research could expand the product selection and include customers who use credit unions and other banks not in the top four categories.

This study is the first to confirm the moderating effect product type has on the customer loyalty relationship in retail banking in regard to high- and low-involvement product categories. The research provides a deeper understanding of the factors that influence customer loyalty and identifies which types of products influences customer loyalty the most. Additionally, this study highlights the importance of understanding the different needs and priorities of customers using different product types in order to effectively influence their loyalty.

This paper discusses the importance of marketing in an in‐house library and focuses in particular on the importance of continuing promotion. The paper suggests forms of promotion which may be appropriate. There are also suggestions for saving on the costs of promotion and on dealing with the problems caused by increased usage of the library/information service as a result of a successful promotion.

Purpose – Emergency situations are known to have significant effects on public attitudes toward the police. However, little is known about these effects over prolonged periods of time, and how they vary across different types of attitudes. Moreover, it is unclear what the root causes of fluctuations in public sentiments of the police in emergency situations are. The present chapter reviews the findings of a research project designed to address these questions.

Methodology/Approach – A three-wave panel survey carried out in Israel in the first three peaks (and corresponding lockdowns) of the COVID-19 pandemic: April, September and December, 2020.

Findings – Following what appears to be a rise in support for the police at the first peak of the pandemic, the authors find a significant drop in numerous types of attitudes in the second peak. Between the second and the third peaks, broad evaluations of the police (not directly related to the pandemic) stabilized, while some pandemic-specific attitudes continued to deteriorate. The drop in diffused support for the police was associated with participants’ assessments of the government’s performance in handling the pandemic.

Originality/Value – Beyond shedding light on fluctuations in public attitudes toward the police over the course of the COVID-19 pandemic, these findings add to our more general understanding of what happens to the relationship between the police and the public in emergency situations.

Non-completion or slow completion of doctoral degrees has been a matter of concern to Australian Universities for many years, as government funding for research students is contingent upon on-time completion. Part-time students are of particular concern as it can be difficult for them to maintain motivation over several years. This chapter discusses the approaches adopted by one Australian university to address this problem in a professional doctorate part-time program.

Our program applies the concepts of Self-Determination Theory (Ryan & Deci, 2002), addressing social relatedness (addressed through students taking coursework subjects as a cohort), competence (students learn how to write a literature review, how to develop a conceptual framework, to design and justify a research design, to conduct and analyze quantitative, qualitative, and mixed methods research, and how to disseminate their research), and autonomy (students choosing a topic relevant to them and are encouraged to take their own decisions as they develop their competence).

Although student numbers are small, we believe that applying the concepts of Self-Determination Theory to our professional doctorate program has improved on-time completion rates.

The purpose of this paper is to provide insights into the growing practice of managerial coaching. Much of the coaching literature is set in the context of an external coach coming into an organisation. However managers are increasingly being expected to coach their employees, a change in role which can create tensions.

This paper examines the literature on coaching managers. The paper also discusses practical implications for coach training.

This paper identifies key differences in the issues faced by coaching managers and by internal/external coaches and recognises the importance of adequate training of managers in coaching skills as an important issue for organizations to tackle. Furthermore, the development of a supportive coaching culture should not be underestimated in facilitating managers to apply their coaching skills on a daily basis.

The paper gives an overview of the challenges of the coaching managers, identifies areas for development/consideration of coaching training programs and offers practical suggestions for supporting managers in applying their coaching skills.

For an in‐house library, getting to know one′s non‐users can be as important as getting to know one′s user. Non‐users are not necessarily anti‐library. Non‐users may receive information from their immediate subordinates, rather than retrieve and evaluate it themselves. Factory workers may find little to help them in the academic literature. Some advanced researchers may keep up to date with developments in their field through conferences, committees and journals they take directly. There are non‐users who have their own access to databases either by direct subscription or through professional institutions or research associations. There are non‐users who might be able to use the librarian′s skills in non‐traditional library roles. By finding out why people are not using the library, we can find out if there are ways in which we can provide a service to them, and we may find ways of improving the service we offer to all our users.

The purpose of this paper is to describe research which aimed to discover whether there were differences in leadership practices and perceptions of good leadership practice between German and UK organisations.

A survey based on analysis of self‐assessment documents submitted for the European Quality Award or its equivalents in Germany and the UK was distributed to 300 organisations in Germany and the UK. A response rate of 20 per cent was achieved. The survey was also distributed to 20 assessors.

There were more differences in perceptions of good practice between German organisations recognised for excellence and German organisations not using the Excellence Model than between German and UK organisations. In the UK, there were more differences between what was described as good practice and what was described as usual practice among organisations not using the Excellence Model than among organisations recognised for excellence. German assessors differed in their view of good practices from UK assessors and German organisations.

The number of respondents was small, the organisations which chose to respond may not be typical and responses may not be accurate. A larger survey would help establish the generalisability of the findings. Focus groups would be particularly helpful in understanding the difference in perspective of the assessors.

An awareness of Anglo‐German differences is helpful for managers with cross‐border teams. The difference in assessor perceptions suggests that the training offered by the EFQM has not resulted in a common understanding.

The paper is valuable both to academics who are interested in cross‐cultural leadership and to practitioners wrestling with the issues posed by cross‐cultural teams.