Development and initial validation of an instrument measuring managerial coaching skill

By G. McLean, Baiyin Yang, M. Kuo, A. S. Tolbert, C. Larkin. 2005

172 citations recorded by the source corpus.

Subfields: Applied Psychology, Developmental and Educational Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/951abcc3ba5f6e5e11654e3ccb13b46c48cdbdd4

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

1. Andrea D. Ellinger
2. R. Beattie
3. R. Hamlin
4. Adam M. Grant
5. Jerilynn S. Sushko
6. G. McLean
7. Richard K. Ladyshewsky
8. B. Joo

In Developmental and Educational Psychology

1. R. Beattie
2. R. Hamlin
3. Adam M. Grant
4. Andrea D. Ellinger
5. P.Robert-Jan Simons
6. B. Joo
7. Eddie Denessen
8. G. McLean

In Social Psychology

1. Andrea D. Ellinger
2. R. Beattie
3. R. Hamlin
4. Jerilynn S. Sushko
5. G. McLean
6. Richard K. Ladyshewsky
7. Adam M. Grant
8. B. Joo

Citations in the corpus

• The manager as coach as a driver of organizational development (2010, background): “The concept of the MAC has been developed in the literature since the 1980s (McLean et al., 2005) and is seen as a strategy to change the relationship between a boss and a subordinate.”
• Behavioural indicators of ineffective managerial coaching: a cross-national study. (2008, background): “The concept of coaching is not a new phenomenon and has been widely discussed in various fields such as sports behaviour and psychology, youth and adult education, counseling, clinical psychology, family therapy, industrial and organizational psychology, and within management ( McLean et al. , 2005”
• It Takes Time: A Stages of Change Perspective on the Adoption of Workplace Coaching Skills (2010, background): “There is a considerable amount of anecdotal material in the popular, trade and professional media that suggests that managers who coach have a more fulfilling workplace experience ( McLean et al., 2005; Harris et al., 2007), although to date this issue has not been empirically investigated.”
• Multiple faces of coaching: Manager-as-coach, executive coaching, and formal mentoring. (2012, methodology): “The measures developed by McLean et al. (2005) and Ellinger et al. (2003) also need to be validated in different cultural settings.”
• Relations between characteristics of workplace practices and types of informal work‐related learning: A survey study among Dutch Police (2008, background): “The field of human resource development has a relatively rich history of examining formal work-related learning programs, such as mentoring, learning projects, and coaching (Ellström, 2001; McLean et al., 2005).”