Abstract
Drawing on social information processing theory, the present study examines how and when leader coaching can be beneficial for team performance. Based on a sample of 58 teams from a sanitary product company in China, we found that peer coaching served as a mediator linking leader coaching and team performance. Moreover, the team individualistic/collectivism value moderated the first-stage relationship that the relationship between leader coaching and peer coaching was more positive when the team individualism value was low, but not significant when the team individualism value was high; while team task interdependence moderated the second-stage relationship that the relationship between peer coaching and team performance was more positive when the team task interdependence was high, but not significant when it was low. The findings enrich our understandings of the effectiveness of leader coaching behavior by uncovering the theoretical mechanism and boundary conditions. The study also provides important implications for coaching practice in organizations.
Highlights
Teams have increasingly become the prevalent work unit in the past two decades, due to their ability to effectively respond to dynamic and complex environments faced by organizations (Mathieu et al, 2008; Hu and Liden, 2015)
Combining the previous arguments for the positive relationship between peer coaching and team performance (H2), we propose the following: H4a: Team individualism/collectivism value moderates the positive relationship between leader coaching and peer coaching in such a way that the relationship is stronger when team members have low individualism value rather than high individualism value
Hypotheses 1 predicted the positive relationship between leader coaching and peer coaching
Summary
Teams have increasingly become the prevalent work unit in the past two decades, due to their ability to effectively respond to dynamic and complex environments faced by organizations (Mathieu et al, 2008; Hu and Liden, 2015). Previous studies have examined the effect of various leadership styles on team performance, such as transformational leadership (Braun et al, 2013), shared leadership (D’Innocenzo et al, 2016), and ethical leadership (Mathieu et al, 2008; Lyubovnikova et al, 2017). Leader coaching, which refers to leaders “providing one-on-one feedback and insights aimed at guiding and inspiring improvements in an employee’s work performance” (Heslin et al, 2006), has been adopted as a developmental tool to promote team functioning in the workplace (Ellinger et al, 2003; Heslin et al, 2006; She et al, 2019)
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