Coaching Scales: A Review of the Literature and Comparative Analysis
Abstract
The Problem
Given the relevance of scales for selecting managers, Peterson and Little called for an examination of scales used to measure coaching. However, there are few options from which to select validated scales used to measure coaching. Consequently, there appears to be a knowledge gap—little is known about the coaching scales that are available and how they have been validated and tested.
The Solution
A proposed solution to the issue is to (a) present a comprehensive review of the literature, identifying coaching scales; (b) analyze those scales, providing information on scale item development, reliability, and validation of available scales; and (c) compare and clarify the efficacy of those scales.
The Stakeholders
This literature review will benefit academic scholars, practitioners, and scholar-practitioners by supporting and encouraging their research. Identification and clarification of the existing scales, their focus, and validation processes can bridge the research/theory–practice gap.
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Biographies
Marcia S. Hagen is an associate professor and interim director of the DBA program at Metropolitan State University in Minneapolis, Minnesota. She received her PhD from the University of Minnesota in Human Resource Development. Her areas of research interest include six sigma, organizational behavior, and managerial coaching.
Shari L. Peterson is an associate Professor of HRD and coordinator of Human Resource Education programs at the University of Minnesota. She received her PhD in Education from the University of Minnesota. Her research interests include strategic HRD, employee turnover, and organizational learning.
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Article first published online: January 24, 2014
Issue published: May 2014
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This article was published in Advances in Developing Human Resources.
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