A recent posting on the 360 Degree Feedback group in LinkedIn posed this question to the group:
I have been interested in more fine-grained detail about what it is that manager-coaches actually do that leads to perceptions on the part of the coachee that their managers are effective and supportive coaches. I see a lot of speculation and ‘armchair’ theorizing, but I cannot find specific, rigorous empirical research. Have I overlooked some references?
I have been similarly interested in this topic, largely due to my bias that 360 Feedback is most effective when the manager (boss) is involved in the use of the results, contrary to some practitioner who advise against it.
To that end, the work of Dr. Brodie Gregory caught my eye, particularly the instrument she developed and researched as part of her doctoral dissertation under the direction of Dr. Paul Levy at the University of Akron. Brodie has made a major contribution in identifying four constructs that she believes define the effective manager-coach:
- Genuineness of the Relationship
- Effective Communication
- Comfort with the Relationship
- Facilitating Development
Dr. Gregory’s research, though, may not fully answer the LinkedIn questioner since she doesn’t as yet have performance data on managers and the relationship to effective coaching.
I am posting two publications by Dr. Gregory in order to provide easy access to those of you who are interested in this topic:
I have also developed a workshop called The ManagerCoach©, designed to be delivered for organizations who wish to make their managers better coaches. The workshop integrates a feedback instrument that includes, with Dr. Gregory’s permission (the instrument is copyrighted), the item content she has developed along with some other constructs.
For your information, I will be giving a webinar that describes the concept of The ManagerCoach and introduces the content of the workshop. I will deliver the webinar next on September 6 at 12:30 EDT. Let me know if you would like to register (free). Or check at http://www.orgvitality.com.
I consistently see, when organizations have the nerve to ask, that the lowest scores managers receive on both surveys and 360 feedback are often related to employee development and/or, more specifically, coaching abilities. This is a fixable and measurable area of leadership development.
©2012 David W. Bracken