This article reports on two studies that used three different samples (N ϭ 644) to construct and validate a multidimensional measure of managerial coaching skill. The four dimensions of coaching skill measured were Open Communication, Team Approach, Value People, and Accept Ambiguity. The two studies assessed the context adequacy, dimensionality, reliability, factor structure, and construct validity of the scale. Preliminary reliability and validity evidence of the scale was determined. Consequently, the coaching scale provides future researchers with a valuable tool to measure coaching skill in organizational studies, and it offers human resource development professionals a valid instrument to develop effective managers.

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There is little evidence regarding what makes managerial coaching effective. To explore this topic more deeply, we looked at coaching relationship and performance behavior. We examined the associations between managerial coaching and employee in-role performance, organizational citizenship behavior–individual (OCBI), and organizational citizenship behavior–organization (OCBO), with the mediating effect of manager’s trustworthiness as perceived by employees. Using 280 dyad surveys, we found that managerial coaching had a direct impact on employee performance behavior of OCBI and OCBO as well as employee perception of manager’s trustworthiness. Bootstrapping analytic findings revealed that managerial coaching also indirectly influenced employee in-role performance, OCBI, and OCBO through employee perception of manager’s trustworthiness. The current study findings offer an initial endorsement for coaching effectiveness in this largely uncharted topic area and further provide empirical support to the theoretical underpinnings of managerial coaching based on social exchange theory. Limitations are discussed and directions for future studies are suggested.

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This study examines the influence of economic and political factors that contribute to the convergence and/or divergence in value priorities of five East Asian societies—China, Hong Kong, Singapore, South Korea, and Taiwan. We find that political and social-economic factors influence the values orientations of managers within this region. However, economic development level is an insufficient explanation for values convergence without consideration of the societal context and cultural traditions in which that development occurred. Copyright Springer Science+Business Media, LLC 2007Cross-cultural values, Asian tigers, China,

Career development is becoming an important issue for all employees. Employees must assume greater responsibility for their own career development, become more adaptive, be able to handle ambiguity, and be more resilient when facing career challenges. Because of unpredictable working environments, employee commitment may shift from organization commitment to occupational commitment. Based on an analysis of 209 employees, this study concludes that managerial coaching skills are significantly associated with occupational commitment. In addition, perceived organizational support has a fully mediated effect on affective and normative occupational commitment, but no positive relationship with employee's accumulated costs and limited alternatives occupational commitment. This paper helps classify the effects of managerial coaching skills on employees. By improving managerial coaching skills, managers can help their employees excel in their occupation.

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