Matthew J. Johnson, Ki Ho Kim, Stephen M. Colarelli and Melanie Boyajian
The purpose of this research was to develop a conceptualization and measure of workplace coachability.
Abstract
Purpose
The purpose of this research was to develop a conceptualization and measure of workplace coachability.
Design/methodology/approach
Using four independent samples of employed adults, we developed a short and long version of the Coachability Scale. We followed standard scale development practices, presenting evidence of the scales’ factor structure, reliability and validity.
Findings
With the first two samples, we derived an initial three-dimensional version of the Coachability Scale and provided evidence of convergent validity. With Samples 3 and 4, we expanded the scale with additional dimensions related to coaching feedback processes and accumulated additional evidence of the scale's validity, and provided evidence of convergence between the two versions of the Coachability Scale.
Research limitations/implications
We encourage continued research on the Coachability Scale, as well as research on coachability in formal coaching relationships and with more diverse populations and cultures. It is also important to examine how coachability relates to specific coachee behaviors and outcomes. Although common method bias may be a limitation, we used temporally separated measurements to minimize method bias in Sample 4.
Practical implications
Knowledge about coachability can inform coaching practice decisions and help tailor the coaching engagement to better fit the coachee's needs.
Social implications
Measuring how individuals respond to coaching and coaching relationships has important implications for managerial behavior and the quality of work life.
Originality/value
This is one of the first studies to develop valid scales for assessing workplace coachability.