Table 1.

Managerial coaching behaviors and skills / dimensions of coaching scales.

Ellinger (1997) Ellinger et al. (1999)	Beattie (2002)	Ellinger et al. (2003) *	Heslin et al. (2006) *	Amy (2008)	Park et al. (2008) *	Gilley et al. (2010) *	Gregory and Levy (2010) *	David and Matu (2013) **
Behavior clusters	Behavior clusters	Coaching behavior measure	Behavioral observation Scale	Behavior clusters	Measurement model of coaching skills	Skills and behaviors of managerial coaching	Predicted quality of the coaching relationship	Managerial coaching assessment System
Empowering Cluster of Behaviors: Question Framing to encourage employees to think through issues Being a resource – removing obstacles Transferring ownership to employees Holding back – not providing the answers Facilitating Cluster of Behaviors: Providing feedback to employees Soliciting feedback from employees Working it out together – talking it through Creating and promoting a learning environment Setting and communicating expectations Stepping into other to shift perspectives Broadening employees’ perspectives – getting them to see differently Using analogies, scenarios and examples Engaging others to facilitate learning	Facilitating Cluster of Behaviors: Thinking – reflective or prospective thinking Informing – sharing knowledge Empowering – delegation, trust Assessing – feedback and recognition, identifying developmental needs Advising – instruction, coaching, guidance, counselling Being professional – role model, standard setting, planning and preparation Caring – support, encouragement, approachable reassurance, commitment/ involvement, empathy Developing others Challenging employees to stretch themselves	Using analogies, scenarios, and examples Broadening employees’ perspectives – getting them to see things differently Providing feedback to employees Soliciting feedback from employees Being a resource – removing obstacles Question framing to encourage employees to think through issues Setting and communicating expectations Stepping into other to shift perspectives	Guidance Facilitation Inspiration	Facilitating: Asking questions of followers Clarifying to establish mutual understanding Delegating learning projects to followers Teaching through overt instruction and sharing information Upholding existing standards and maintain accountability Problem Solving and Decision Making: Advising through suggestions and constructive confrontation Consulting relevant stakeholders before making decisions Empowering followers to make autonomous decisions Experimenting through brainstorming and exploring alternatives Communicating and Relating: Customizing learning episodes to address individual needs Emoting to connect with followers Motivating by sharing recognition and providing incentives Perceiving followers’ needs by reading them accurately Developing: Advancing systems and technology Balancing individual and organizational concerns Cultivating subject matter experts Documenting best practices Documenting processes and procedures Involving upper management Ineffective Behaviors: Failing to respond to followers thereby neglecting learning Relating to followers in an authoritarian manner Responding to followers in a defensive manner	Open communication Team approach Value people Accept ambiguity Develop people	Possess skills necessary for the job Communication Motivation Encourage growth and development	Genuineness of the relationship Effective communication Comfort with the relationship Facilitating development	Encourage others to find own solutions Empower others Offer guidance rather than solutions Offer positive feedback Offer negative constructive feedback Ask for feedback Develop plans Offer learning opportunities Set expectations Establish clear goals Look at things from others’ perspective Encourage different perspective Use analogies, scenarios, examples Bring in others to facilitate learning when required

^*(Hagen and Peterson (2014); Lawrence (2017), pp. 49-50).

^**(Lawrence (2017), pp. 49-50).