This qualitative study identified the process through which managerial coaches use coaching competencies to improve their direct reports’ performance. Eight participants with managerial experience representing four organizations were interviewed and presented cards with the 10 most frequently cited competencies from managerial coaching literature for them to arrange into a representation of their coaching process. Findings revealed that (a) participants used all of the competencies, (b) they used them daily, and (c) each participant had a unique process of using coaching competencies. Three competencies were identified by the participants as overarching, foundational, or most important: supportive environment, communication, and listening. All eight participants indicated that their success rate in coaching their direct reports for performance improvement was at or near 80% overall. This article illustrates that competencies can be effectively and successfully used in various ways as part of a manager's coaching process.

中文翻译：

---

管理人员用于绩效改进的管理指导能力

这项定性研究确定了管理教练使用教练能力来提高其直接下属绩效的过程。代表四个组织的八名具有管理经验的参与者接受了采访，并向他们展示了管理指导文献中最常引用的 10 项能力的卡片，供他们安排他们的指导过程。调查结果显示，(a) 参与者使用了所有能力，(b) 他们每天都使用它们，以及 (c) 每个参与者都有一个独特的使用教练能力的过程。参与者认为三项能力是首要的、基础的或最重要的：支持性环境、沟通和倾听。所有八名参与者都表示，他们在指导直接下属进行绩效改进方面的成功率总体上达到或接近 80%。本文说明，作为经理教练过程的一部分，可以以各种方式有效和成功地使用能力。