It's not me, it's you: A multilevel examination of variables that impact employee coaching relationships.

Abstract

Employee coaching, which we consider to be a critical part of the performance management process, is coaching done by a manager or supervisor with his or her direct reports. The current article builds on recent research on the importance of the employee coaching relationship by investigating individual difference and contextual variables that contribute to the quality of employee coaching relationships. The study uses a multilevel modeling approach to test the effects of such variables as supervisor leadership style, emotional intelligence, empathy, implicit person theory, trust, and feedback environment on employees' perceptions of the coaching relationships they share with their supervisors. Overall, supervisors' individual consideration, empathy, trust, and the feedback environment all accounted for significant variance in employees' evaluations of coaching relationships.

Challenges for the Theory and Practice of Business Coaching

“…Support for the coachee included empathy (De Haan, Culpin, & Curd, 2011;Gregory & Levy, 2011) being non-judgemental (Blackman, 2010;Judge & Cowell, 1997), and being able to put issues into a larger perspective (Ahern, 2003;Graham et al, 1994;Orenstein, 2006;Styhre & Josephson, 2007). Communication skills were particularly important (Graham et al, 1994;Longenecker, 2010;Rekalde et al, 2015;Thach, 2002) with particular significance attached to the provision of clear performance expectations (Ahern, 2003;Graham et al, 1994;Orenstein, 2000) and detailed and regular feedback (De Haan, 2008b;Graham et al, 1993Graham et al, , 1994Gregory & Levy, 2011;Judge & Cowell, 1997;Karsten, 2010;Longenecker, 2010;Miller, 2003;Olivero et al, 1997;Orenstein, 2006;Strayer & Rossett, 1994;Taie, 2011;Wasylyshyn, 2003). In the case of these first three themes the conclusions are consistent with those made by Joo (2005) and Passmore and Fillery-Travis (2011).…”

“…Important elements of integrity were trustworthiness (Blattner, 2005;Graham, Wedman, & Garvin-Kester, 1994;Gregory & Levy, 2011;Judge & Cowell, 1997;Kombarakaran, Yang, Baker, & Fernandes, 2008;Kralj, 2001;O'Brion & Palmer, 2010;Orenstein, 2006;Peterson, 1996;Rekalde et al, 2015) and maintenance of confidentiality (Blackman, 2010;Douglas & McCauley, 1999;Rekalde et al, 2015;Segers, Vloeberghs, Henderickx, & Inceoglu, 2011;Taie, 2011). Support for the coachee included empathy (De Haan, Culpin, & Curd, 2011;Gregory & Levy, 2011) being non-judgemental (Blackman, 2010;Judge & Cowell, 1997), and being able to put issues into a larger perspective (Ahern, 2003;Graham et al, 1994;Orenstein, 2006;Styhre & Josephson, 2007).…”

“…Important elements of integrity were trustworthiness (Blattner, 2005;Graham, Wedman, & Garvin-Kester, 1994;Gregory & Levy, 2011;Judge & Cowell, 1997;Kombarakaran, Yang, Baker, & Fernandes, 2008;Kralj, 2001;O'Brion & Palmer, 2010;Orenstein, 2006;Peterson, 1996;Rekalde et al, 2015) and maintenance of confidentiality (Blackman, 2010;Douglas & McCauley, 1999;Rekalde et al, 2015;Segers, Vloeberghs, Henderickx, & Inceoglu, 2011;Taie, 2011). Support for the coachee included empathy (De Haan, Culpin, & Curd, 2011;Gregory & Levy, 2011) being non-judgemental (Blackman, 2010;Judge & Cowell, 1997), and being able to put issues into a larger perspective (Ahern, 2003;Graham et al, 1994;Orenstein, 2006;Styhre & Josephson, 2007). Communication skills were particularly important (Graham et al, 1994;Longenecker, 2010;Rekalde et al, 2015;Thach, 2002) with particular significance attached to the provision of clear performance expectations (Ahern, 2003;Graham et al, 1994;Orenstein, 2000) and detailed and regular feedback (De Haan, 2008b;Graham et al, 1993Graham et al, , 1994Gregory & Levy, 2011;Judge & Cowell, 1997;Karsten, 2010;…”

Does Fitness Priming Influence Self- and Other-Judgements of Personal and Physical Characteristics?

“…Incremental participants were able to move past the breach of trust and trust their partners again after the apol ogy, as opposed to entity participants who were less likely to trust their partners after the breach of trust. Although the current study did not investi gate breaches of trust specifically, trust is important for a successful mentoring relationship (Gregory & Levy, 2011). Drawing from Haselhuhn and col leagues (2010), we anticipated that incremental participants would report higher levels of trust in their faculty research advisors (Hypothesis 1).…”

Coaching-Based Leadership Intervention Program: A Controlled Trial Study

“…Developing a working alliance refers to the ability to create a safe environment that contributes to the establishment of mutual respect, sincerity, trust, and transparency (Graham et al, 1994;Gyllensten and Palmer, 2007). Previous coaching and managerial coaching literature has highlighted the essential role of trust in the coaching relationship (Hunt and Weintraub, 2002;Ting and Riddle, 2006;Gregory and Levy, 2011). Effective coaching involves showing genuine interest in employees' wellbeing and future, continually demonstrating sincerity, establishing clear agreements, and keeping promises.…”