The Impact of Managerial Coaching Behavior on Employee Work-Related Reactions

Purpose

The purpose of this study was to examine the relationships between perceived managerial coaching behavior and employee work-related outcomes.

Design/Methodology/Approach

Data were collected from 482 employees in a Korean public organization. The collected data were analyzed by structural equation modeling with a two-step approach.

Findings

The hypothesized conceptual model was adequately supported by the sample data. Further investigations suggested managerial coaching, which had a direct impact on employee satisfaction with work and role clarity and an indirect impact on satisfaction with work, career commitment, organization commitment, and job performance.

Implications

Findings provide empirical support to the hypothesized conceptual model of managerial coaching outcomes in organizations. Study findings offer evidence regarding prospective, but unexamined, benefits of managerial coaching. Such knowledge can be also used by practitioners for selecting and developing effective managers and leaders and understanding and managing employee attitudes and behaviors in organizations.

Originality/Value

This article is one of the first studies to provide evidence for the influence of managerial coaching behavior on employee role cognition, work attitudes, and performance. Since there is no commonly acknowledged theory or conceptual model for managerial coaching outcomes, this finding of the current hypothesized model can notably contribute to the research on managerial coaching. Furthermore, to date, no study of managerial coaching in Asian cultural contexts has been identified.