Employee coaching relationships: enhancing construct clarity and measurement

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It's not me, it's you: A multilevel examination of variables that impact employee coaching relationships. (2011, background): “Gregory and Levy (2010) defined this relationship as a working partnership between”
Variable-Centered, Person-Centered, and Person-Specific Approaches (2018, background): “Failed coaching endeavors are costly, and employees may have very different reactions to the same coaching techniques (Gregory & Levy, 2010; Heslin, Vandewalle, & Latham, 2006).”
The relationship between working alliance and client outcomes in coaching: A meta-analysis (2020, background): “Managerial coaching is hierarchical in nature, as it takes place between subordinates and their formally appointed direct supervisors (Gregory and Levy, 2010).”
The power of coaching: a meta-analytic investigation (2015, result): “…did not allow for a robust meta-analytic investigation of the effect of coaching relationship on coaching outcomes, there is literature that supports this link (Bennett, 2006; de Haan, 2008; Gessnitzer & Kauffeld, 2015; Gregory & Levy, 2010, 2011; Gyllensten & Palmer, 2007; Ting & Riddle, 2006).”