Executive coaching has been the subject of much academic research. Employee coaching is distinctly different, as defined and measured by Gregory and Levy. These researchers argue that employee coaching is the coaching of subordinates by their supervisors. While this may seem synonymous with simply managing employees, it is not exactly the same thing. Coaching is only part of the managing that superiors do. And how well it is done can make all the difference in managing effectively.
ASSESSING THE QUALITY OF COACHING
To assess the quality of a supervisor’s coaching, the researchers created the perceived quality employee coaching relationship (PQECR) scale using two employee samples. It captures subordinates’ views on their bosses’ coaching along the four dimensions of genuineness, effective communication, comfort with the relationship, and facilitating development of the employee. It can be used to help managers and supervisors develop their coaching ability.
THE BOTTOM LINE
These researchers do advise third party administration of the PQECR so that supervisors can get honest responses from their employees. By defining employee coaching and providing the PQECR, the authors hope to increase the scientific rigor of the domain of employee coaching and provide another tool for the manager’s toolbox.
J. B. Gregory & P. E. Levy (2010). Employee coaching relationships: Enhancing construct clarity and measurement. Coaching: An International Journal of Theory, Research, and Practice, 3(2), 109-123.