Abstract
In the face of the accelerated upgrading of the market and the increasingly fierce competition, innovation has become an important driving force for the survival and development of enterprises. As a new way of management and an important way to develop the ability of employees, coach leadership has its unique advantages in promoting employee innovation, and it has been paid more and more attention by scholars and practitioners. Based on the current situation of Chinese enterprise management, this study discusses the relationship between coaching leadership and employee innovation behavior, and explores the interactive mechanism from the team level and individual level. This study takes the on-the-job team leaders and their subordinates in enterprises in South China as the research object to explore and verify the effect of coaching leadership on employees’ advice behavior and the intermediary mechanism of team mindfulness and employee innovation process input. The results show that: 1) coaching leadership has a significant positive impact on employee innovation behavior; 2) team mindfulness plays an intermediary role in the relationship between coaching leadership and employee innovation behavior; 3) employee innovation process engagement plays an intermediary role in the relationship between coaching leadership and employee innovation behavior; 4) team mindfulness has a significant positive impact on employees’ innovation process engagement, and coaching leaders influence innovation behavior through the chain intermediary between team mindfulness and employees’ innovation process engagement.
Highlights
Faced with the challenge of fast product upgrading and fierce market competition, innovation has become an important driving force for the survival and development of enterprises (Sacramento, Fay, & West, 2013)
Based on the current situation of Chinese enterprise management, this study discusses the relationship between coaching leadership and employee innovation behavior, and explores the interactive mechanism from the team level and individual level
The results show that: 1) coaching leadership has a significant positive impact on employee innovation behavior; 2) team mindfulness plays an intermediary role in the relationship between coaching leadership and employee innovation behavior; 3) employee innovation process engagement plays an intermediary role in the relationship between coaching leadership and employee innovation behavior; 4) team mindfulness has a significant positive impact on employees’ innovation process engagement, and coaching leaders influence innovation behavior through the chain intermediary between team mindfulness and employees’ innovation process engagement
Summary
Faced with the challenge of fast product upgrading and fierce market competition, innovation has become an important driving force for the survival and development of enterprises (Sacramento, Fay, & West, 2013). How to promote the innovative behavior of employees and maintain the vitality of enterprises in the fierce competition has become an issue of great concern in the practice of enterprises. We start from the new leadership style to study its impact on employees’ innovative behavior. The theoretical and practical circles have reached a consensus on the positive role of coaching leadership, the research on its specific mechanism is not perfect. At present, most of the research on leadership and innovation behavior stays at a single level of individual or team, and there are few cross-level studies. This study will explore the relationship between coaching leadership and employee innovation behavior, and explore the intermediary mechanism from different levels, enrich the research on coaching leadership and organizational innovation, and further promote the development of coaching leadership theory
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