Managerial Coaching Behavior Research Articles

How does managerial coaching influence knowledge sharing in the workplace? A perspective of proactive motivation model

Purpose Drawing upon the Proactive Motivation Model, this study aims to investigate the relationship between managerial coaching and employee knowledge-sharing behavior via psychological safety and learning goal orientation. This study also proposes that employee psychological safety and learning goal orientation sequentially mediate the relationship between managerial coaching and employee knowledge-sharing behavior. Design/methodology/approach This study used a time-lagged quantitative research design to test the proposed hypotheses. Using a self-administered questionnaire, data was gathered from 220 employees of information technology companies in Pakistan. This study used Partial Least Squares Structural Equation Modeling (PLS-SEM) two-stage approach to test the measurement and structural models. Findings The findings of the study support that there is an indirect relationship between managerial coaching and employees’ knowledge-sharing behaviors via psychological safety and learning goal orientation. In addition, the findings also support the sequential mediation of psychological safety and learning goal orientation in the proposed model. Practical implications The results of this study highlight that managers can play a vital role in fostering proactive resource-sharing behaviors of employees in knowledge-intensive organizations. Originality/value There is limited research on the relationship between managerial coaching and employees’ knowledge-sharing behavior. This study has analyzed this relationship using a motivational perspective. It makes important theoretical contributions by investigating the mechanisms through which managerial coaching influences employees’ knowledge-sharing behavior in organizations.

Busting the blackbox between managerial coaching behaviors and employee outcomes from a perspective of discrete emotional process mechanism

PurposeAs coaching assumes an increasingly critical role in satisfying employees' demands for growth, the function of coaching has progressively shifted towards direct supervisors. This study seeks to investigate the distinct effects of managerial coaching behaviors on employee outcomes from an emotional perspective. Specifically, we aim to explore whether leaders' encourage-to-explore and guide-to-learn behaviors impact employees' creativity and performance through discrete emotional mechanisms upon appraisal theory of emotion.Design/methodology/approachWe conducted two studies to test our proposition. In study 1, an experiment using coaching scenarios was performed with 128 students majoring in management. In study 2, data were collected from 311 supervisor-subordinate dyads.FindingsThe results indicate that encourage-to-explore behaviors are positively related to employee creativity by fostering feelings of inspiration, and guide-to-learn behaviors are positively related to employee performance by alleviating anxiety. These findings suggest that different leaders’ coaching behaviors influence employee outcomes through different emotional processes. The theoretical and practical implications of the findings are also discussed.Originality/valueThese findings suggest that different leaders’ coaching behaviors influence employee outcomes through different emotional processes. The theoretical and practical implications of the findings are also discussed.

Coaching Based on Signature Strengths or Lesser Strengths? The Effects of Two Strengths Spotting Interventions on Managerial Coaching Behavior

Managers are increasingly expected to coach their employees. However, managers are often ill equipped and lack the necessary support from their organization to effectively implement coaching behavior. Based on strengths theory, we propose that a strengths spotting intervention could help managers to develop their coaching behavior. In addition, based on theory on emotional contagion and the broaden and build theory, we argue that spotting employees’ signature strengths leads to a stronger increase in managerial coaching behavior over time than an intervention that focuses on spotting lesser strengths. We conducted a field experiment, in which 255 managers (providing 414 data points) were randomly assigned to either a signature strengths or a lesser strengths spotting intervention. In a 1-month follow-up study we found that both interventions contributed equally to managerial coaching behavior. We conclude that online training in strengths spotting is a useful tool that helps managers to develop their coaching behavior.

Managerial coaching and innovative work behavior: mediating role of psychological empowerment and moderating role of task interdependence

PurposeBased on the componential theory of organizational creativity and innovation, this study examined the relationship between managerial coaching (MC) and innovative work behavior (IWB). It focused on the mediating role of psychological empowerment and the moderating role of task interdependence.Design/methodology/approachThe self-administered questionnaires were used to collect data from 420 employees of the United Arab Emirates’s public sector organizations. A hierarchical linear model (HLM) with different regression techniques was used.FindingsThe results showed that MC directly influences IWB. The path analysis also revealed that MC has an indirect effect on IWB via psychological empowerment. The moderating role of task independence in MC and IWB was also revealed.Practical implicationsThe findings shall provide insights that will help practitioners and academics understand frontline employees' innovative behavior in public sector settings and formulate strategies that will increase the involvement of employees in displaying innovation-based activities at the workplace.Originality/valueThis study adds value to the literature by integrating the componential theory of organizational creativity and innovation in public sector settings.

Examining the predictive validity of a managerial coaching scale: a longitudinal study.

Managerial coaching remains a widespread and popular organizational development intervention applied across numerous industries to enhance critical workplace outcomes and employee attitudes, yet no studies to date have evaluated the temporal precedence within these relationships. This study sought to assess the predictive validity of the widely used Employee Perceptions of Supervisor/Line Manager Coaching Behavior Measure managerial coaching scale (CBI), employing a longitudinal design and following the testing of the causal hypothesized relationship framework. Three hypotheses were evaluated using three commonly associated variables with managerial coaching (role clarity, job satisfaction, and organization commitment), using longitudinal data collected over two waves from full-time US employees (n = 313). The study followed a two-wave design, collecting data over two time points to test for longitudinal measurement invariance and three reciprocal cross-lagged models. Results detected statistically significant cross-lagged and reciprocal cross-lagged effects in the role clarity and organization commitment models, highlighting a reciprocal relationship between managerial coaching behaviors and the two variables. However, only the reciprocal cross-lagged effect was statistically significant in the job satisfaction model. Findings suggest the predictive validity of the CBI scale for role clarity and organization commitment. Moreover, results indicate employee attitudes influenced managerial coaching behaviors over time across all three models, emphasizing the potential impact of employee attitudes on leadership effectiveness. This study highlights the complex relationships between managerial coaching and workplace outcomes, offering nuanced insights for improved understanding.

The Influence of Chinese Expatriate Coaching Behavior on Employees well-being and Job Performance: Unveiling Flow at Work Mediating Role

Managerial coaching behavior is one of the most significant characteristics of organizational performance and learning to develop in the last 20 years. It is well acknowledged that in international company management, cultural characteristics function as imperceptible barriers. One of the most important abilities for businesses to have in order to get a competitive edge in international commerce is the ability to understand cultural differences. This study intends to explore the influence of Chinese expatriate managerial coaching behavior on local employees Flow at Work, the mediating function of employees’ well-being and Job performance under the boundary condition of expatriate supervisors’ cultural intelligence and adjustment. This study collected the data from 588 Ivorians employees’ and their expatriate Chinese managers working in the Chinese enterprise in Cote d’Ivoire. To test our hypothesis, we employ bootstrapping and regression analysis. The findings show a positive relationship between the well-being and job performance of local employees and the managerial coaching behavior of expatriates. By examining the mediating role of work-flow, this study adds to our understanding of how managerial coaching behavior under expatriate leadership affects the well-being and job performance of local employees. It also offers empirical evidence for the impact of this behavior on local employees' well-being. Future research directions and the implications of these findings for theories and practices are examined.

디지털 트랜스포메이션 리더십이 조직구성원의 혁신행동에 미치는 영향

This study demonstrates the leadership and capabilities that corporate leaders must possess for the sustainable growth of the organization amidst unprecedented changes in the business environment, such as the 4th Industrial Revolution and digital transformation, which have recently emerged as corporate management issues. To this end, this study targeted 350 employees of domestic IT companies to demonstrate the impact of a leader's digital transformation leadership on employees' innovation behavior, and to determine whether the organization's dynamic capabilities and managers' coaching behavior influence the innovation behavior of organizational members in the digital era. The research results showed that the leader's digital transformation leadership had a positive effect on the innovation behavior of organizational members. In addition, the dynamic capability of the organization had a mediating effect on the leader's digital transformation leadership and the innovation behavior of organizational members, and the leader's managerial coaching behavior had a moderating effect. In particular, the organization's dynamic capabilities and the leader's managerial coaching behavior suggest a new direction of leadership to corporate leaders and managers who must create organizational performance through digital innovation. The significance of this study is that it has been demonstrated that in the future, leaders of organizations in the digital era will need distributed leadership that emphasizes the capabilities of each member of the organization and is based on agile-centered dynamic capabilities, rather than focused leadership that is exercised based on individual characteristics or capabilities.

Managerial coaching behavior and subordinates’ learning effects in cross-cultural context: a moderated mediation study

PurposeThis study aims to explore the effect of expatriate supervisors’ managerial coaching behavior on local subordinates’ learning effects through the mediating role of subordinates’ thriving at work under the boundary condition of expatriate supervisors’ cultural intelligence.Design/methodology/approachThis study collected the data form 230 Zambian subordinates and their immediate expatriate supervisors working in the Chinese company in Zambia. Regression analyses and bootstrapping analyses were used to test the authors’ hypothesis.FindingsThe results indicated that expatriate supervisors’ managerial coaching behavior was positively related to local subordinates’ learning effects. In addition, the study also found that local subordinates’ thriving at work mediated the linkage between managerial coaching behavior and learning effects. And expatriate supervisors’ cultural intelligence moderated the indirect relationship between managerial coaching behavior and learning effects via thriving at work, such that the indirect effect was stronger for expatriate supervisors with high rather than low cultural intelligence.Originality/valueThis study contributes to a better understanding of how expatriate supervisors’ managerial coaching behavior influences local subordinates’ learning effects by investigating the mediating effect of thriving at work on the managerial coaching behavior–learning effects link. In addition, the study deepens the understanding of the boundary condition of the associations between managerial coaching behavior and subordinates’ learning effects in a cross-cultural context by investigating the moderating effect of expatriate supervisors’ cultural intelligence.

Examining the relationships among managerial coaching, perceived organizational support, and job engagement in the US higher education context

PurposeThe purpose of this study was to apply social exchange and organizational support theories to examine the relationship between mid-level strategic enrollment managers’ perceptions of managerial coaching behaviors enacted by their senior managers and their own reported job engagement, as mediated by perceived organizational support (POS) within the US higher education context.Design/methodology/approachA quantitative survey-based half-longitudinal design, which used the latent marker variable technique, was conducted with a sponsoring professional organization in the strategic enrollment management (SEM) field in the USA. A total of 301 usable surveys were analyzed using structural equation modeling.FindingsThe results of this study indicate that SEM managers’ job engagement and the perceived managerial coaching behaviors provided to them by their senior managers were positively correlated, and that POS fully mediated this relationship. These findings highlight how coaching behaviors may allow managers to elicit positive emotional responses and, by fostering enhanced POS, ultimately enhance job engagement among their team members.Originality/valueThis study addresses several calls for research on managerial coaching, job engagement and POS in an under-examined higher education context within the human resource development field.

Impact of Managerial coaching on Innovative Work Behaviors through Affective Supervisory Commitment: Moderating Role of Self-efficacy

The purpose of this study is to examine the managerial coaching effects on innovative work behaviors. Previous evidence shows the popularity of managerial coaching in organizations and the outcomes. Despite all the popularity, there is still a lot to study and investigate. This study investigates the mediating role of affective supervisory commitment between managerial coaching and innovative work behaviors. Moreover, the moderating role of self-efficacy was also tested between affective supervisory commitment and innovative work behaviors. Social exchange and Leader-member exchange theories were used in this study. Confirmatory factor analysis was used to analyze the model fitness and the SEM technique was also used to examine the hypotheses of the study. The study revealed the positive and significant relationship of managerial coaching with affective supervisory commitment and innovative work behaviors. The mediating effect was also found to be positive and significant. Furthermore, the moderating role of self-efficacy was also found to strengthen the relationship between affective supervisory commitment and innovative work behaviors. This study gives complete empirical support to affective supervisory commitment to have a strong effect on organizations and how self-efficacy strengthens employees’ innovative work behaviors.

The Effect of Leaders' Managerial Coaching Behavior on Employees' Innovative Behavior: Mediating Effect of the Employees' Entrepreneurship and the Moderating Effect of LMX

The Effect of Leaders' Managerial Coaching Behavior on Employees' Innovative Behavior: Mediating Effect of the Employees' Entrepreneurship and the Moderating Effect of LMX

The Effects of Self-directedness for Learning and Managerial Coaching Behaviors on Affective Commitment

The Effects of Self-directedness for Learning and Managerial Coaching Behaviors on Affective Commitment

The Effect of Managerial Coaching Behavior on Employees' Creativity in IT field: Focused on the Moderating Effect of Creative Self-efficacy and the Mediating Effect of Unlearning

The Effect of Managerial Coaching Behavior on Employees' Creativity in IT field: Focused on the Moderating Effect of Creative Self-efficacy and the Mediating Effect of Unlearning

The Effect of Managerial Coaching Behavior on the Innovative Behavior in IT field : Focused on the Moderating Effect of LMX and the Mediating Effect of Creative self-efficacy

최근 급격한 기술변화로 예측이 불확실한 경영 환경 속에서 기업의 생존과 경쟁우위를 위해서는 혁신이 필수적인 바, 그 주체가 되는 조직구성원의 혁신행동을 촉진하는 영향 요인에 대한 연구의 필요성이 제기되고 있다. 이를 위해 조직 내에서 개별구성원들이 자발적으로 혁신의 필요성을 인식하고 자신의 업무를 혁신적으로 수행할 수 있게 동기부여 시키는 리더의 역할이 무엇보다 중요해지고 있다. 이러한 문제 의식에서 본 연구는 관리자의 코칭행동과 구성원의 혁신행동 간의 관계를 알아보고, 심리적 기제로 작용하는 창의적 자기효능감의 매개효과를 확인하고자 한다. 또한 관리자의 코칭행동과 창의적 자기효능감 간의 LMX 조절효과를 밝히고자 하였다.BR 본 연구의 실증분석을 위해 서울 및 수도권의 IT분야 종사자들을 대상으로 설문을 실시하였고 총 387부를 최종 분석에 사용하였다. 연구모형의 검증을 위해 SPSS 25.0, AMOS 25.0으로 인과관계를 검증하였고, SPSS Process Macro 3.0(Hayes, 2012)을 사용하여 매개효과와 조절효과를 검증하였다. 본 연구의 실증 분석 결과는 다음과 같다. 첫째, 관리자의 코칭행동은 조직구성원의 혁신행동과 창의적 자기효능감에 유의한 정(+)의 영향을 미치는 것으로 나타났다. 둘째, 조직구성원의 창의적 자기효능감은 혁신행동에 유의한 정(+)의 영향을 미치는 것으로 나타났다. 셋째, 창의적 자기효능감은 관리자의 코칭행동과 조직구성원의 혁신행동과의 관계를 매개하는 것으로 확인되었다. 넷째, LMX는 관리자의 코칭행동과 조직구성원의 창의적 자기효능감 간의 관계를 조절하는 것으로 나타났다.BR 본 연구는 관리자의 코칭행동이 IT분야 조직구성원의 혁신행동에 직접적인 영향을 미친다는 것을 검증하고, 직 · 간접적 영향요인들을 확인함으로써 시대적 요구와 필요성 차원에서 관리자의 코칭행동 효과에 대한 연구영역을 확장하였다는데 의의가 있다. 또한 최근 4차산업혁명시대의 도래로 인해 경쟁우위와 생존을 위한 기업의 혁신이 절실하게 요구되는 상황에서 조직 내 관리자의 코칭행동과 창의적 자기효능감의 영향요소를 동시에 촉진함으로써 조직구성원들의 혁신행동을 극대화시킬 수 있는 효과적인 방법을 제시하였다는 점에서 실무적 의미가 있다.

관리자 코칭에 대한 지속가능성 연구

The purpose of this study is to explore the results of previous studies on managerial coaching behavior. The research method used the literature review method in exploratory research. In this study, first, the coaching behavior of managers was defined, the main elements of manager coaching behaviors were identified, and the results of manager coaching behaviors were discussed. For this purpose, the manager coaching concept, manager coaching composition dimension, and measurement were reviewed through theoretical review of manager coaching. Second, managers

The Double-edged Sword Effect of Managerial Coaching Behavior for Actors

Empirical evidence has accumulated showing that managerial coaching behavior has important effects on subordinatesi¯ work attitudes. However, knowledge of how such behavior impacts supervisors who ...

Impact of Managerial Coaching on Organizational Citizenship Behavior: The Mediation and Moderation Model

To fill the research gap of scarce literature and effectiveness of managerial coaching, this study attempts to examine the influence of managerial coaching on employee organization citizenship behavior through the mediating effect of thriving at work and moderating effect of perception of organizational politics between managerial coaching and thriving at work. Data was collected from the employees working in the pharmaceutical sector in Lahore, Pakistan. By using structural equation modeling (SEM) analysis technique with 361 workers’ sample, results indicate that managerial coaching is positively correlated with thriving at work, OCB-I and OCB-O and thriving at work mediate the relationship of managerial coaching and organizational citizenship behavior. The results also exhibit that the relationship between managerial coaching and thriving at work is moderated by the perception of organizational politics. Furthermore, the practical implications of this study are further discussed.

Stability and change in teachers' goal orientation profiles over time: Managerial coaching behavior as a predictor of profile change

Goal orientation is an important predictor of motivation at work. This study introduces goal orientation profiles in the work domain, evaluates their stability over time and assesses the impact of managerial coaching behavior on change in employees' goal orientation profiles. We hypothesize that coaching managers inspire, facilitate, and guide employees to change towards profiles with relatively high levels of learning goal orientation and performance approach goals, and relatively low levels of performance avoidance goals. We conducted a two-wave study with a one-year time interval among teachers (N=521) working in Vocational Education and Training institutions in the Netherlands. Latent transition analysis and multinomial regression analyses were applied. Four distinct profiles were identified: success-oriented, diffuse, low-performance, and high-avoidance. Although the majority of the teachers remained in the same goal orientation profile over time (91.2%) a small percentage of the teachers shifted towards the success-oriented goal orientation profile. Facilitative managerial coaching was positively associated with belonging to the success-oriented goal orientation profile while guidance was negatively associated with belonging to the success-oriented goal orientation profile. Moreover, facilitative managerial coaching supported change to the success-oriented profile while guidance and inspirational managerial coaching did not support this transition.

Effects of Managerial Coaching Behaviors of Corporation on Career Planning Practical Behaviors for Employees: Focused on the Moderating Effect of Organizational Climate

Effects of Managerial Coaching Behaviors of Corporation on Career Planning Practical Behaviors for Employees: Focused on the Moderating Effect of Organizational Climate

"Managerial Coaching and New Employees: P-O Fit, Goal Clarity, Goal Achievement, and Performance"

The purpose of this study was to investigate the relationships between perceived managerial coaching behavior and employee outcomes among new employees. Study participants were 307 members of a sta...