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Development and validation of the coaching-based leadership scale and its relationship with psychological capital, work engagement, and performance

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Abstract

Coaching-based leadership (CBL) is becoming increasingly popular in organizations because of its potential benefits for employees’ growth, well-being, and performance. For these reasons, valid and reliable assessment instruments of CBL are necessary. Two related studies were conducted. Study 1 reports the development and validation of the CBL Scale (CBLS) with a sample of 706 employees and leaders from Spain and Latin American countries. The final instrument consists of 16 items, distributed in four factors: working alliance, open communication, learning and development, and progress and results. The instrument offers adequate evidence of reliability and validity. Study 2 examines the relationships between CBL and work-related outcomes in a sample of 252 employees. Results from structural equation modeling revealed that CBL is positively related to work engagement through the mediation of psychological capital and to in- and extra-role performance through work engagement. Findings help answer important questions about the value of CBL as a promising job resource that can positively impact well-being and performance in the workplace. Practical implications are discussed on the potential of CBLS to be used for assessment and training.

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Data Availability Statement

The datasets generated and analysed during the current study are not publicly available due to general data protection regulation (i.e., individual privacy) but are available from the corresponding author on reasonable request.

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Funding

This work was supported by Universitat Jaume I [grant number #B/2017/81] and Spanish Ministry of Economy and Competitiveness [grant number #PSI2015–64933-R].

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Authors and Affiliations

  1. WANT Research Team, Universitat Jaume I, Avenida Sos Baynat, s/n., 12071, Castellón de la Plana, Spain

    María Josefina Peláez Zuberbühler, Cristián Coo Calcagni, Isabel M. Martínez & Marisa Salanova

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  1. María Josefina Peláez Zuberbühler
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  2. Cristián Coo Calcagni
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  3. Isabel M. Martínez
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  4. Marisa Salanova
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Correspondence to María Josefina Peláez Zuberbühler.

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Appendix

Appendix

CBLS items for employees’ and leaders’ versions, respectively

Working alliance

1. He/she and I have mutual respect for one another / My employees and I have mutual respect for one another.

2. I believe that he/she truly cares about me / I truly care about my employees.

3. I believe that he/she feels a sense of commitment to me / I feel a sense of commitment to my employees.

Open communication

4. Asks questions that help me to better understand my situations, identify causes, and see possible actions for improvement / I ask questions that help employees to better understand their situations, identify causes, and see possible actions for improvement.

5. Pays close attention when I talk to him/her / I pay close attention when employees talk to me.

6. Listens patiently when I tell him/her about my problems / I tend to listen patiently when employees tell me about their problems.

7. When I am going through a difficult time, he/she tries to be caring toward my person / When an employee is going through a difficult time, I try to be caring toward that person.

Learning and development

8. Employees’ learning and development is one of his/her main responsibilities / My employees’ learning and development is one of my main responsibilities.

9. Actively provides opportunities for me to take more responsibility in my work / I actively provide opportunities for employees to take more responsibility in their work.

10. Constantly provides feedback in order to improve my performance / I constantly provide feedback to my employees in order to improve their performance.

11. Finds it easy to identify strengths in the employees / I find it easy to identify strengths in my employees.

12. I appreciate his/her perceptions about strengths because they help me to do my work better / My employees appreciate my perceptions about strengths because they help them to do their work better.

Progress and results

13. The objectives we set are ambitious but achievable / The objectives we set with each employee are ambitious but achievable.

14. Is very good at helping me to develop clear, simple, and achievable action plans / I am very good at helping employees to develop clear, simple, and achievable action plans.

15. Always asks me to inform him/her about the progress on my objectives / I always ask my employees to inform me about the progress on their objectives.

16. Adequately follows up and evaluates my progress towards my goals / I adequately follow up and evaluate employees’ progress towards their goals.

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Peláez Zuberbühler, M.J., Coo Calcagni, C., Martínez, I.M. et al. Development and validation of the coaching-based leadership scale and its relationship with psychological capital, work engagement, and performance. Curr Psychol 42, 648–669 (2023). https://doi.org/10.1007/s12144-021-01460-w

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