Managerial Coaching: Its Measurement and Relationship with Occupational Self-Efficacy and Employee Engagemen

The current studies aimed to address the research gap in the managerial coaching research literature related to its measurement as well as its relationship with other workplace outcomes. Using an archival data set, the sample for both studies consisted of 2,003 managers as well as 5,746 direct reports of those managers. Study One examined the factor structure, reliability, convergent validity, and criterion related validity evidence for the Coaching Effectiveness 360RTM (CE 360), a new managerial coaching measure developed by the Center for Creative Leadership (CCL). Multilevel Exploratory Factor Analysis and Confirmatory Factor Analysis were used to determine the underlying factor structure, along with calculation of the Cronbach's alphas and correlation analysis. Results of the first study demonstrated that, contrary to predictions, the CE 360 was unidimensional and had strong internal consistency (alpha = .96). The overall CE 360 score was correlated with general coaching effectiveness (r = .71) and perceived supervisor support (r = .29). A second study examined whether the frequency of use of managerial coaching behaviors was associated with higher employee engagement, and the role of employee occupational self-efficacy in mediating this relationship. Multilevel modeling and path analysis were used to test the proposed mediation relationship between managerial coaching, occupational self-efficacy, and employee engagement. Results of the second study did not support the proposed mediation relationship, but additional analyses suggested that managerial coaching may be related to both gender (B = 6.59) and level of the manager in the organization (B = 2.57). The findings suggest that further research is needed to establish criterion validity for the managerial coaching construct.