First Advisor

Roger Jennings

Term of Graduation

Summer 1997

Date of Publication


Document Type


Degree Name

Master of Science (M.S.) in Psychology






Mentoring in business, Employees -- Training of



Physical Description

1 online resource (108 pages)


Managerial coaching is a little understood and assessed phenomenon. An exploratory study was conducted in order to describe and examine coaching practices in the work world. Interviews were conducted with a group of managers and direct reports from a single company. Based on the interview discourse and previous research, two scales were developed in order to investigate the coach and coachee domains. Manager and associate survey forms were constructed using these new scales and the Leader /Member Exchange (LMX) in order to investigate the relationship domain of coaching. In addition, the Least-Preferred Co-worker (LPC) scale was included in the manager survey form in order to examine the role of leadership style in coaching. Dual responses for each of the three domain scales were collected in order to examine present and ideal perspectives of coaching experiences. Surveys were either distributed directly, or through human resource agents, to 188 potential survey respondents across select companies. Nineteen associates and thirteen managers representing fourteen different companies participated by returning their completed forms. Significant findings illustrated that the present and ideal scales were used differently in that ideal ratings were consistently higher than present ratings of coaching. In addition, it was demonstrated that associates tend to base assessments of their coaching experiences on their perceived quality of relationship with the coach. Finally, the quality of relationship between the coach and associate, as measured by the LMX scales, appears to be a better predictor of coaching success than coaches' leadership styles, as measured by the LPC scale.


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