Abstract
Coaching is a form of employee development that has grown in use in practice, despite little attention in the academic literature. Coaching and mentoring are addressed in multiple literatures, yet despite being distinct activities, they are often conflated. Further, the notion of what makes an employee coachable is not consistent in published research. Therefore, the purpose of the current manuscript is to more clearly define coaching and its elements, focusing specifically on employee coachability. This paper thus attempts to begin to close the scientist-practitioner gap in regards to employee coaching.
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