The concept of “manager as coach” is increasingly popular in the management literature as a mechanism for improving employee involvement and performance. This paper summarizes a study we conducted to evaluate “coaching skills” among sales managers. The study used telephone interviews with managers' subordinates to collect data regarding managers' coaching effectiveness. During the interviews, subordinates rated their supervisors' coaching skills and provided a rationale for their rankings. This study analyzes the ratings and the comments, and outlines the behaviors associated with both high and low ratings of manager coaching skills.
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Graham et al. (1994) studied this question.
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