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Why don't line managers coach their people effectively?

I am often asked whether a line a manager can manage his people effectively and also be a good coach to them at the same time. In theory this sounds like a fairly straightforward and expedient role for managers to play with their direct reports, providing that they have the appropriate skills and understand a coaching model and technique. However, in reality it is a very difficult role to perform effectively alongside the line manager’s core role of getting effective and efficient job task and performance from their people. So why is it so difficult? Why are there so many examples of this sort of coaching initiative by line managers failing and so few examples of it being successful?
A large part of this difficulty is captured in the term “non-directive coaching”, which is the approach that independent, external coaches such as me take to our coaching. This however is in direct opposition to the line management role of giving direction to their employees. It is a contradiction in terms and also in reality. The line manager cannot always leave it up to the employee to decide and do what they think is best. They have a vested interest in the outcome and achievement of performance objectives and also often in the way in which the job is performed in conformance with company standards and procedures. Therefore it is quite understandable that line managers feel the responsibility to set the direction, control the work, measure progress and output, assess performance and to reward their employees accordingly. This discharging of responsibility is not congruent with line managers taking a non-directive coaching approach but ironically this may produce better results in the long run – especially if the employee is struggling to perform effectively.