Despite the increasing popularity of managerial coaching in organizations worldwide, little is known with regard to how gender and culture may affect managerial behavior. The present study is one of the first large-scale empirical studies on managerial coaching. Survey data were obtained from a sample of more than 130,000 practicing managers working in 51 countries/areas. First, we found that globally, female managers were reported to engage in more managerial coaching behavior than male managers. This result suggests that female managers may demonstrate more coaching behavior to deal with prejudice against them in organizations worldwide, because this behavior can effectively establish congruity between female managers’ gender role and leadership role. The second contribution of this study is to expand managerial coaching research into a cross-cultural context. We found that the coaching behavior of male managers is more susceptible to the influence of societal cultures than that of female managers. Taken together, this study has advanced our empirical and theoretical understanding of managerial coaching on a global scale.
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