| This qualitative case study was designed to explore whether and how a sample of domestic and international managers use two key adult education concepts---critical reflection and experiential learning---to influence changes in individual employees whom they coach. The study is based on the primary assumption that although managers do not specifically define critical reflection and experiential learning as adult education concepts, they do demonstrate characteristics of these concepts in their coaching interactions with employees.;The sponsoring site for this study is a large multinational pharmaceutical company, with its largest markets in the United States, Japan, and China. The primary sources of data were: in-depth interviews of twenty-one managers from within the three globally dispersed areas, focus group sessions with an additional nine managers and a review of internal and external documents.;Given the increasing importance of life-long learning and the emphasis on the workplace to provide adult learning opportunities, a deeper understanding of the phenomena of manager as a coach using adult learning approaches and methodologies was warranted.;A primary finding emanating from this study revealed that many first-line managers are expected to assume coaching roles without the benefit of formal preparation and training. Although the managers who participated in this study were able to develop coaching competencies through informal learning strategies, there continues to be a disconnect between the availability of "in-house" training in corporate settings and the high expectations that corporations have for first-line managers in their mandated coaching activities.;Among the recommendations resulting from this study, the researcher proposes that formal training and development program be initiated to prepare newly hired managers that would include more robust efforts to acquaint them with coaching methods and techniques based on adult learning principles and practices. In addition, formal programs and informal strategies should be employed to sensitize American Managers on the affects of working and coaching in cultural settings other than their own. |
