Koçluğa Dayalı Liderlik: Bir Ölçek Uyarlama Çalışması

Abstract

Bu araştırmanın amacı, Peláez Zuberbühler ve arkadaşları (2023) tarafından geliştirilen Koçluğa Dayalı Liderlik Ölçeğini Türkçeye uyarlayarak, geçerlik ve güvenirliğini test etmektir. Araştırmanın örneklemi Isparta ilindeki özel sektör çalışanlarından oluşmaktadır. Bu kapsamda, kolayda örnekleme yöntemi kullanılarak 337 çalışana ulaşılmıştır. Ölçeğin güvenirlik ve geçerliğini sınamak amacıyla iç tutarlılık katsayıları hesaplanmış, açımlayıcı faktör analizi (AFA) ve doğrulayıcı faktör analizi (DFA) yapılmıştır. Buna ek olarak, ölçeğin birleşim ve ayrışım geçerliği de sınanmıştır. AFA sonucuna göre, toplam varyansın %76’sının açıklandığı ve 15 maddenin 4 faktör altında toplandığı belirlenmiştir. DFA sonucunda ise, dört faktörlü modelin iyi düzeyde uyum gösterdiği ortaya konmuştur (χ2/df=2,39; CFI=0,97; NFI=0,95; TLI=0,96; GFI=0,93; AGFI=0,90; RMSEA=0,06). Ölçek boyutlarına ait iç tutarlılık katsayılarının 0,83 ile 0,91 arasında değiştiği tespit edilmiştir. Ayrıca, ölçeğin birleşim ve ayrışım geçerliği açısından gerekli kriterleri sağladığı belirlenmiştir. Elde edilen bulgular, Koçluğa Dayalı Liderlik Ölçeğinin Türk kültürüne uygun, geçerli ve güvenilir bir ölçüm aracı olarak kullanılabileceğini göstermektedir.

Keywords

• koçluğa dayalı liderlik
• ölçek uyarlama
• güvenirlik
• geçerlik

Coaching-Based Leadership: A Scale Adaptation Study

Abstract

The aim of this study is to adapt the Coaching-Based Leadership Scale developed by Peláez Zuberbühler et al. (2023) into Turkish and to test its validity and reliability. The sample of this research consists of private sector employees in the province of Isparta. In this context, 337 employees were reached using the convenience sampling method. In order to test the reliability and validity of the scale, internal consistency coefficients were calculated, exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) were conducted. In addition, the convergent and discriminant validity of the scale were also tested. According to the exploratory factor analysis result, it was determined that 76% of the total variance was explained and 15 items were grouped under four factors. As a result of the confirmatory factor analysis, it was revealed that the four-factor model showed a good level of fit (χ2/df=2.39, CFI=0.97, NFI=0.95, TLI=0.96, GFI=0.93, AGFI=0.90, RMSEA=0.06). It was determined that the internal consistency coefficients of the scale dimensions varied between 0.83 and 0.91. Moreover, it was specified that the scale met the necessary criteria in terms of convergent and discriminant validity. The findings show that the Coaching-Based Leadership Scale can be used as a valid and reliable measurement tool suitable for Turkish culture.

Keywords

• coaching-based leadership
• scale adaptation
• reliability
• validity

References

1. Al-Ghazali, B. M. (2020). Transformational leadership, career adaptability, job embeddedness and perceived career success: A serial mediation model. Leadership & Organization Development Journal, 41(8), 993-1013. https://doi.org/10.1108/LODJ-10-2019-0455
2. Alparslan, A. M. (2016). Emek işçilerinde fazladan rol davranışının öncülü: İş tatmini mi işyerinde mutluluk mu?. Atatürk Üniversitesi İktisadi ve İdari Bilimler Dergisi, 30(1), 203-215.
3. Anderson, V. (2013). A Trojan horse? The implications of managerial coaching for leadership theory. Human Resource Development International, 16(3), 251-266. https://doi.org/10.1080/13678868.2013.771868
4. Ayre, C., & Scally, A. J. (2014). Critical values for Lawshe’s content validity ratio: Revisiting the original methods of calculation. Measurement and Evaluation in Counseling and Development, 47(1), 79-86. https://doi.org/10.1177/0748175613513808
5. Baird, N., Martin, L. J., & Benson, A. J. (2020). A dynamic view of coach transformational leadership: How leadership perceptions relate to task cohesion and team potency. Psychology of Sport and Exercise, 51, 101789. https://doi.org/10.1016/j.psychsport.2020.101789
6. Berg, M. E., & Karlsen, J. T. (2013). Managing stress in projects using coaching leadership tools. Engineering Management Journal, 25(4), 52-61. https://doi.org/10.1080/10429247.2013.11431995
7. Büyüköztürk, Ş. (2010). Sosyal bilimler için veri analizi el kitabı. Pegem Yayıncılık
8. Byrne, B. M. (2016). Structural equation modeling with Amos: Basic concepts, applications, and programming. Routledge.

9. Cardoso, M. L. A. P., Ramos, L. H., & D’Innocenzo, M. (2014). Coaching leadership: Leaders' and followers' perception assessment questionnaires in nursing. Einstein (São Paulo), 12(1), 66-74. https://doi.org/10.1590/S1679-45082014AO2888
10. Cox, E., & Jackson, P. (2010). Developmental coaching. In E. Cox, T. Bachkirova, & D. Clutterbuck (Eds.), The complete handbook of coaching (pp. 217-230). SAGE Publications.
11. David, O. A., & Matu, S. A. (2013). How to tell if managers are good coaches and how to help them improve during adversity? The managerial coaching assessment system and the rational managerial coaching program. Journal of Cognitive and Behavioral Psychotherapies, 13(2a), 259-274.
12. Dello Russo, S., Miraglia, M., & Borgogni, L. (2017). Reducing organizational politics in performance appraisal: The role of coaching leaders for age‐diverse employees. Human Resource Management, 56(5), 769-783. https://doi.org/10.1002/hrm.21799
13. Deniz, K. Z. (2007). Psikolojik ölçme aracı uyarlama. Ankara Üniversitesi Eğitim Bilimleri Fakültesi Dergisi, 40(1), 1-16.
14. DiGirolamo, J. A., & Tkach, J. T. (2019). An exploration of managers and leaders using coaching skills. Consulting Psychology Journal: Practice and Research, 71(3), 195-218. https://doi.org/10.1037/cpb0000138
15. Dong, X. (2021). Research on the influence of coaching leadership on employees' work performance. Academic Journal of Business & Management, 3(11), 92-98. https://doi.org/10.25236/AJBM.2021.031118
16. Ellinger, A. D., & Ellinger, A. E. (2021). Providing strategic leadership for learning: Optimizing managerial coaching to build learning organizations. The Learning Organization, 28(4), 337-351. https://doi.org/10.1108/TLO-05-2020-0070
17. Ellinger, A. D., Ellinger, A. E., & Keller, S. B. (2003). Supervisory coaching behavior, employee satisfaction, and warehouse employee performance: A dyadic perspective in the distribution industry. Human Resource Development Quarterly, 14(4), 435-458. https://doi.org/10.1002/hrdq.1078
18. Ellinger, A. D., Ellinger, A. E., Bachrach, D. G., Wang, Y.-L., & Elmadağ Baş, A. B. (2011). Organizational investments in social capital, managerial coaching, and employee work-related performance. Management Learning, 42(1), 67-85. https://doi.org/10.1177/1350507610384329
19. Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39-50. https://doi.org/10.2307/3151312
20. Gazelle, G., Liebschutz, J. M., & Riess, H. (2015). Physician burnout: Coaching a way out. Journal of General Internal Medicine, 30, 508-513. https://doi.org/10.1007/s11606-014-3144-y
21. Giusino, D., De Angelis, M., Mazzetti, G., Christensen, M., Innstrand, S. T., Faiulo, I. R., & Chiesa, R. (2022). “We all held our own”: Job demands and resources at individual, leader, group, and organizational levels during COVID-19 outbreak in health care. A multi-source qualitative study. Workplace Health & Safety, 70(1), 6-16. https://doi.org/10.1177/21650799211038499
22. Goleman, D. (2004). What makes a leader?. Harvard Business Review, 82(1), 82-91.
23. Goleman, D. (2006). The socially intelligent. Educational Leadership, 64(1), 76-81.
24. Gökdemir, F., & Yılmaz, T. (2023). Likert tipi ölçekleri kullanma, modifiye etme, uyarlama ve geliştirme süreçleri. Journal of Nursology, 26(2), 148-160.
25. Grant, A. M. (2007). Enhancing coaching skills and emotional intelligence through training. Industrial and Commercial Training, 39(5), 257-266. https://doi.org/10.1108/00197850710761945
26. Grant, A. M., & Cavanagh, M. J. (2007). The goal-focused coaching skills questionnaire: Preliminary findings. Social Behavior and Personality: An International Journal, 35(6), 751-760. https://doi.org/10.2224/sbp.2007.35.6.751
27. Grant, A. M., & Gerrard, B. (2020). Comparing problem-focused, solution-focused and combined problem-focused/solution-focused coaching approach: Solution-focused coaching questions mitigate the negative impact of dysfunctional attitudes. Coaching: An International Journal of Theory, Research and Practice, 13(1), 61-77. https://doi.org/10.1080/17521882.2019.1599030
28. Grant, A. M., Studholme, I., Verma, R., Kirkwood, L., Paton, B., & O’Connor, S. (2017). The impact of leadership coaching in an Australian healthcare setting. Journal of Health Organization and Management, 31(2), 237-252. https://doi.org/10.1108/JHOM-09-2016-0187
29. Gregory, J. B., & Levy, P. E. (2011). It’s not me, it’s you: A multilevel examination of variables that impact employee coaching relationships. Consulting Psychology Journal: Practice and Research, 63(2), 67-88. https://doi.org/10.1037/a0024152
30. Hagen, M. S. (2012). Managerial coaching: A review of the literature. Performance Improvement Quarterly, 24(4), 17-39. https://doi.org/10.1002/piq.20123
31. Hagen, M. S., & Peterson, S. L. (2014). Coaching scales: A review of the literature and comparative analysis. Advances in Developing Human Resources, 16(2), 222-241. https://doi.org/10.1177/1523422313520203
32. Hagen, M., & Gavrilova Aguilar, M. (2012). The impact of managerial coaching on learning outcomes within the team context: An analysis. Human Resource Development Quarterly, 23(3), 363-388. https://doi.org/10.1002/hrdq.21140
33. Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2019). Multivariate data analysis (8th Edition). Cengage.
34. Hamlin, R. G., Ellinger, A. D., & Beattie, R. S. (2009). Toward a profession of coaching? A definitional examination of ‘coaching,’ ‘organization development,’ and ‘human resource development’. International Journal of Evidence Based Coaching and Mentoring, 7(1), 13-38.
35. Heslin, P. A., Vandewalle, D., & Latham, G. P. (2006). Keen to help? Managers’ implicit person theories and their subsequent employee coaching. Personnel Psychology, 59(4), 871-902. https://doi.org/10.1111/j.1744-6570.2006.00057.x
36. Horvath, Z., Wilder, R. S., & Guthmiller, J. M. (2024). The power of coaching: Developing leaders and beyond. Journal of Dental Education, 88(S1), 671-677. https://doi.org/10.1002/jdd.13535
37. Hu, L. T., & Bentler, P. M. (1999). Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural Equation Modeling: A Multidisciplinary Journal, 6(1), 1-55. https://doi.org/10.1080/10705519909540118
38. Karlsen, J. T., & Berg, M. E. (2020). Coaching leadership style: A learning process. International Journal of Knowledge and Learning, 13(4), 356-368. https://doi.org/10.1504/IJKL.2020.111143
39. Khalid, K., Munir, S., Haide, S., & Kanwal, M. (2023). Relationship between coaching leadership style and follower’s job performance: Role of involvement and consistency as moderator. Journal of Policy Research, 9(4), 295-302. https://doi.org/10.61506/02.00152
40. Kim, S. (2014). Assessing the influence of managerial coaching on employee outcomes. Human Resource Development Quarterly, 25(1), 59-85. https://doi.org/10.1002/hrdq.21175
41. Kline, P. (1994). An easy guide to factor analysis. Routledge.
42. Kline, R. B. (2011). Principles and practice of structural equation modeling. The Guilford Press.
43. Lange, S., Bormann, K. C., & Rowold, J. (2018). Mindful leadership: Mindfulness as a new antecedent of destructive and transformational leadership behavior. Gruppe. Interaktion. Organisation. Zeitschrift für Angewandte Organisationspsychologie (GIO). 49, 139-147. https://doi.org/10.1007/s11612-018-0413-y
44. Lawshe, C. H. (1975). A quantitative approach to content validity. Personnel Psychology, 28(4), 563-575. https://doi.org/10.1111/j.1744-6570.1975.tb01393.x
45. Lee, M. C. C., Idris, M. A., & Tuckey, M. (2019). Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention. Human Resource Development International, 22(3), 257-282. https://doi.org/10.1080/13678868.2018.1530170
46. Mäkelä, L., Kangas, H., Korkiakangas, E., & Laitinen, J. (2024). Coaching leadership as a link between individual-and team-level strength use at work. Cogent Business & Management, 11(1), 2293469. https://doi.org/10.1080/23311975.2023.2293469
47. McLean, G. N., Yang, B., Kuo, M. H. C., Tolbert, A. S., & Larkin, C. (2005). Development and initial validation of an instrument measuring managerial coaching skill. Human Resource Development Quarterly, 16(2), 157-178. https://doi.org/10.1002/hrdq.1131
48. Meyer, B., Zill, A., Dilba, D., Gerlach, R., & Schumann, S. (2021). Employee psychological well‐being during the COVID‐19 pandemic in Germany: A longitudinal study of demands, resources, and exhaustion. International Journal of Psychology, 56(4), 532-550. https://doi.org/10.1002/ijop.12743
49. Milner, J., McCarthy, G., & Milner, T. (2018). Training for the coaching leader: How organizations can support managers. Journal of Management Development, 37(2), 188-200. https://doi.org/10.1108/JMD-04-2017-0135
50. Ollis, L., & Shanahan, P. (2022). Stress, psychological distress and support in a health care organization during Covid‐19: A cross‐sectional study. Journal of Nursing Management, 30(2), 359-366. https://doi.org/10.1111/jonm.13526
51. Ono, K., & Ikegami, J. J. J. (2020). Mechanism of humanistic leadership for success: Lessons from Konosuke Matsushita. Cross Cultural & Strategic Management, 27(4), 627-644. https://doi.org/10.1108/CCSM-01-2020-0022
52. Park, S., McLean, G. N., & Yang, B. (2008, February 20-24). Revision and validation of an instrument measuring managerial coaching skills in organizations. Proceedings from Academy of Human Resource Development Conference in the Americas, Panama City, Florida.
53. Peláez Zuberbuhler, M. J., Salanova, M., & Martínez, I. M. (2020). Coaching-based leadership intervention program: A controlled trial study. Frontiers in Psychology, 10, 3066. https://doi.org/10.3389/fpsyg.2019.03066
54. Peláez Zuberbühler, M. J., Coo Calcagni, C., Martínez, I. M., & Salanova, M. (2023). Development and validation of the coaching-based leadership scale and its relationship with psychological capital, work engagement, and performance. Current Psychology, 42, 648-669. https://doi.org/10.1007/s12144-021-01460-w
55. Peng, Z., Gao, B., & Zhao, H. (2019). Coaching leadership and subordinates' career success: The mediating role of leader-member exchange. Social Behavior and Personality, 47(11), 1-8. https://doi.org/10.2224/sbp.8406
56. Pousa, C., Mathieu, A., & Trépanier, C. (2017). Managing frontline employee performance through coaching: Does selling experience matter?. International Journal of Bank Marketing, 35(2), 220-240. https://doi.org/10.1108/IJBM-01-2016-0005
57. Randel, A. E., Galvin, B. M., Shore, L. M., Ehrhart, K. H., Chung, B. G., Dean, M. A., & Kedharnath, U. (2018). Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness. Human Resource Management Review, 28(2), 190-203. https://doi.org/10.1016/j.hrmr.2017.07.002
58. Schaubroeck, J. M., Shen, Y., & Chong, S. (2017). A dual-stage moderated mediation model linking authoritarian leadership to follower outcomes. Journal of Applied Psychology, 102(2), 203-214. https://doi.org/10.1037/apl0000165
59. Schermelleh-Engel, K., Moosbrugger, H., & Müller, H. (2003). Evaluating the fit of structural equation models: Tests of significance and descriptive goodness-of-fit measures. Methods of Psychological Research Online, 8(2), 23-74.
60. Streiner, D. L. (1994). Sample-size formulae for parameter estimation. Perceptual and Motor Skills, 78(1), 275-284. https://doi.org/10.2466/pms.1994.78.1.275
61. Tabachnick, B. G., & Fidell, L. S. (2007). Using multivariate statistics (5th Edition). Allyn & Bacon.
62. Tummers, L. G., & Bakker, A. B. (2021). Leadership and job demands-resources theory: A systematic review. Frontiers in Psychology, 12, 722080. https://doi.org/10.3389/fpsyg.2021.722080
63. Wang, W., Kang, S. W., & Choi, S. B. (2021). Effects of employee well-being and self-efficacy on the relationship between coaching leadership and knowledge sharing intention: A study of UK and US employees. International Journal of Environmental Research and Public Health, 18(20), 10638. https://doi.org/10.3390/ijerph182010638
64. Wee, K. H., Bang, W. S., & Park, J. Y. (2020). A study on effect relationships of coaching leadership job satisfaction, organizational commitment, turnover intention. International Journal of Social Welfare Promotion and Management, 7(1), 1-8. https://doi.org/10.21742/IJSWPM.2020.7.1.01
65. World Health Organization. Regional Office for Europe. (‎1998)‎. Wellbeing measures in primary health care/the DepCare Project: report on a WHO meeting: Stockholm, Sweden, 12–13 February 1998. World Health Organization. Regional Office for Europe. https://iris.who.int/handle/10665/349766 (Erişim Tarihi: 10 Aralık 2025).
66. Yanfei, W., Jingru, Z., Xingchi, L., Lianghai, Z., & Yu, Z. (2016). A literature review of coaching leadership behavior and prospects. Foreign Economics & Management, 38(05), 44-57.
67. Yaşlıoğlu, M. M. (2017). Sosyal bilimlerde faktör analizi ve geçerlilik: Keşfedici ve doğrulayıcı faktör analizlerinin kullanılması. İstanbul Üniversitesi İşletme Fakültesi Dergisi, 46, 74-85.
68. Yuan, C., Wang, Y., Huang, W., & Zhu, Y. (2019). Can coaching leadership encourage subordinates to speak up? Dual perspective of cognition-affection. Leadership & Organization Development Journal, 40(4), 485-498. https://doi.org/10.1108/LODJ-01-2018-0009