How Does Coaching Leadership Promote Employees’ Constructive Deviance? Affective Events Perspective

Abstract

Adopting an affective events perspective, this study proposed and tested a moderated-mediation model linking coaching leadership, positive emotion at work, proactive personality and constructive deviance. Analysis of survey data collected from 225 supervisor-subordinate dyads in a large manufacturing enterprise indicated that: (1) coaching leadership is positively associated with employee constructive deviance; (2) employee positive emotion at work mediates the relationship between coaching leadership and employee constructive deviance; (3) the positive relationship between coaching leadership and employee positive emotion at work is moderated by employee proactive personality such that proactive personality strengthens the coaching leadership-positive emotion at work relationship; (3) employee proactive personality accentuates the indirect effect of coaching leadership on employee constructive deviance via employee positive emotion at work. Specifically, the indirect relationship is insignificant when proactive personality is low.