| As complexity increases, organizational leaders seek to expand the impact of coaching in order to increase thriving in the workplace. While it is tempting to turn to the research on executive coaching for theory and practice, supervisor-employee relationships remain unique. This study evaluates the association between supervisor-employee trust, the perceived quality of the supervisor-employee relationship, and employee thriving to determine whether or not supervisor-employee trust and quality supervisor-employee coaching relationships lead to thriving employees. The study used a quantitative correlational design, examining a sample of 158 participants sourced from a large financial services institution based in the mid-west with approximately 36,000 employees. The objective of this study is to explain the extent to which the variables of supervisor-employee trust and the perceived quality of the supervisor-employee coaching relationship predicts employee thriving. The study found a statistically positive relationship between supervisor-employee trust, quality supervisor-employee coaching relationships, and the employee's level of thriving in the workplace. However, the study did not find significant predictive relationships between supervisor-employee trust and thriving. After determining that the quality of the supervisor-employee relationship predicts thriving, it is recommended that organizational leaders who want to inspire a thriving workforce should invest in quality supervisor-employee coaching relationships.;Key Words: Employee Engagement, Financial Advisor, Formal Development Relationships, Supervisor-employee Trust, Supervisor-employee Coaching, Thriving, Workplace Coaching. |
