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An Analysis and Measure of the Use of Coaching Skills by Managers and
LeadersJoel A. DiGirolamoJ. Thomas Tkach
International Coach Federation (ICF)
Agenda
• Definitions
• Paradigm
• Research Questions
• Methods & Results
Definitions
• Coaching: Facilitating growth and change by evoking a client’s own resourcefulness
• Leading: Aligning and motivating toward a vision
• Managing: Planning, budgeting, facilitating day-to-day tasks
• Mentoring: Drawing upon domain knowledge and wisdom to educate and develop a less experienced individual
ICF Professional Coaching Definition
Partnering with clients
in a thought-provoking and creative process
that inspires them to maximize
their personal and professional potential.
Paradigm Shift
TodayMintzberg, 1973
Problem
Managing
MentoringLeading
Mgrs & LdrsUsing
CoachingSkills
Prof.Coaching
Skills
Mgrs & LdrsUsing
CoachingSkills
Existing Manager & Leader Coaching Scales• Ellinger, Ellinger, & Keller (2003ff) + Many Variants
• Originally 8 Items From a Literature Review• Many Follow-on Variants with Various Number of Items• Mixes in Constructs Other Than Coaching
• McLean, Yang, Tolbert, & Larkin Measurement Model of Coaching Skills (MMCS, 2005ff)
• Initiated From a Literature Review, 80 Items• Follow-on Variants• Mixes in Constructs Other Than Coaching
• Additional Scales Exist, None Purely About Coaching
Research Questions
• What manager & leader coaching skills improve team member outcomes?
• What benefits are accrued from managers and leaders using coaching skills?
• Are there any specific manager and leader coaching competencies?
Overview• Mixed Methods Study• Phase I: Interviews of Manager and Leader Use of Coaching
Skills Program Curricula Developers• Phase II: Interviews of Managers and Leaders Who Use
Coaching Skills• Phase II: Interviews of HR Professionals Who Support
Managers and Leaders in the Use of Coaching Skills• Phase II: Team Member Perception of Manager or Leader Use
of Coaching Skills• Phase III: Team Member & Manager or Leader Dyadic Survey
Phase II Team Member Survey• 154 Participants
• North America (49%), Europe (20%), Asia (15%)
• Male (40%), Female (60%), 88% of Respondents 40+ Years Old
• Coaching Competency Items, Frequency & Importance
• Many Open-Ended Items
Phase II Team Member SurveyOther Validated Scales
• sPLIS (Perceived Leader Integrity Scale {Short Form})
• LMX (Affect + Loyalty)
• MLQ (Individual Consideration)
• WAI-SR (Working Alliance Inventory – Short Revised)
• UWES-9 (Utrecht Work Engagement Scale)
• ItQ (Intention to Quit or Turnover)
Findings
• As Others Have Found, Use of Coaching Skills Becomes a Facilitative Management Style
• Use of Coaching Skills is Related to:• Empowerment & Engagement
• Especially Related to Challenging Assignments
Directive-Facilitative Spectrum
Time Perspective
Skills
Manager or LeaderCoaching Composite Scale (MLCC)
• How often did this manager or leader ask a question that initiated learning? (OftenMLAskQ)• How often did this manager or leader focus his or her complete attention on your conversation and
spontaneously build on your relationship? (OftenMLPresence)• How often did this manager or leader make an effort to develop a collaborative and trusting
relationship? (OftenMLDevTrust)• How often did this manager or leader actively listen and reflect on what you were saying or not
saying? (OftenMLActiveListen)• How often did this manager or leader use language that was direct? (OftenMLUseDirLang)• How often did your interactions with this manager or leader lead to greater awareness, insight, or
understanding? (OftenMLAwareness)• How often did this manager or leader work with you to design actions that will most effectively
promote your growth or job performance? (OftenMLDesignActions)• How often did this manager or leader work with you to plan and set goals that will most effectively
promote your growth or job performance? (OftenMLSetGoals)• How often did this manager or leader work with you to manage your progress and hold you
accountable for working toward your career or job performance goals? (OftenMLMgProgress)
Manager or LeaderCoaching Composite Scale (MLCC)
• Response Scale:• Never (5)
• Rarely (4)
• Occasionally (3)
• Frequently (2)
• Always (1)
MLCC ValidationScale Pearson r Cronbach’s αMLCC — .83WAI-SR -.70 .93MLQ (Indiv. Consideration) -.67 .86LMX (Affect + Loyalty) -.45 .86ItQ .44 .82UWES-9 -.43 .88sPLIS .37 .92
MLCC Item-Item Correlation: .14-.64MLCC Item-Total Correlation: .51-.77
Negative Correlations areDue to Reversed Response Scales
MLCC Exploratory Factor Analysis (EFA)
ItemLearning& Goals
Team Member Experience
OftenMLSetGoals .87 .00OftenMLMgProgress .77 -.06OftenMLAskQ .53 .05OftenMLDesignActions .53 .19OftenMLPresence .02 .75OftenMLActiveListen -.02 .73OftenMLDevTrust .00 .73OftenMLAwareness .28 .26OftenMLUseDirLang .18 .28
Oblimin Rotation, RMSEA index = 0.74
Follow-on Study• Global Sample, n = 248
• Pavlína Honsová, Dissertation, 2019• MLCC ⇔ WAI-SR, r = .71• MLCC ⇔ Coaching Outcomes, r = .54
ICF Definition of Managers and LeadersUsing Coaching Skills
A facilitative management or leadership style
that integrates coaching skills into daily interactions
in order to maximize individual and organizational growth.
Follow-Up• Copy of Slides Available via E-mail• An Exploration of of Managers and Leaders Using Coaching
Skills, Consulting Psychology Journal• Contacts:
Phase I Interviews
• Literature Review• 10 Semi-Structured Interviews
• Europe (4), S. Africa (2), US (2), Puerto Rico, Thailand• Male (3), Female (7), Ages 39-76
• Thematic Analysis Using MAXQDA• First Pass by One Researcher• Second Researcher Coded Independently Using Same Code Book• Saturation Achieved by 9th Interview
• Code Book Became Basis for Phase II Interview Guides
Phase II Interviews
• 16 Semi-Structured Interviews• North America (9), Europe (2), Africa (2), Middle East (3)
• Male (6), Female (10), Ages 33-66
• Thematic Analysis Using MAXQDA• No New Codes in Last Five Interviews