Evaluating coaching behavior in managers, consultants, and coaches: A model, questionnaire, and initial findings.

Abstract

This is a study of coaching behaviors both as reported by executive coaches, consultants, and and by the coaches' clients. We present a conceptual model of coaching behaviors that is comprehensive, intuitive, and easily quantifiable. We then introduce a questionnaire, based on the model, that has been in use for several decades. The latest version of this Coaching Behaviors Questionnaire can help researchers generate evidence about perceived behaviors in the coaching relationship. In fact, we report on an initial large-scale study of coaching behaviors using the questionnaire among 537 coaches, 196 consultants, and 559 manager-coaches as well as 221 clients of coaching. The study demonstrates significant differences in perceived behavior by subjects who differ in age, gender, and nationality. Significant differences are also found for those that identify themselves as managers versus consultants versus and for those looking at the behaviors from the other side of the relationship, the clients of coaching. Some of the differences can be attributed to the fact that more experienced coaches will perceive themselves to develop different coaching behaviors. It is shown how an instrument such as this could be used to have observers rate coaching behaviors and even, ultimately, assess the skills of those practicing such coaching behaviors.