Effects of managerial coaching on employees' creative performance: cross-level moderating role of a climate for innovation

Abstract

PurposeThe purpose of this paper is to examine the impact of managerial coaching (MC) on employee creative performance (CP) based on the knowledge transfer theory and the roles of creative process engagement (CPE) and climate for innovation (IC) in the relationship between MC and CP.Design/methodology/approachA moderated mediation model was developed and tested on a dyadic sample of 74 leaders and 292 employees working in South China firms.FindingsThe results show that CPE mediates the relationship between MC and CP and IC amplifies the indirect relationship between MC and CP via CPE.Originality/valueThis research contributes to the MC and innovation literature by clarifying the linking role of engagement in transferring MC into employees' CP from a knowledge transfer perspective and identifies the critical role of IC in effectuating the impact of MC on CP.

Managerial coaching and employee knowledge sharing: A daily diary study

“…According to Heslin et al (2006), managerial coaching involves three fundamental dimensions: guidance (clarifying performance expectations and providing constructive feedback), facilitation (providing advice and help to address difficulties) and inspiration (inspiring employees to learn and realize their potential). Currently, managerial coaching has been shown to be a core behaviour of effective leaders (Anderson, 2013; Hagen, 2012; Kim, 2014) that emphasizes leaders' knowledge transfer roles: Coaching managers not only actively share their own knowledge and experience to assist subordinates in developing crucial capabilities (Zheng et al, 2022), but also serve as knowledge brokers to help subordinates access knowledge from other sources within the organization (Nyfoudi et al, 2022).…”

“…Unlike previously explored positive leadership styles that target at the general development of employees, managerial coaching is a specific form of effective leadership behaviour (Anderson, 2013; Burke et al, 2006) that focuses on sharing performance‐enhancing knowledge and skills with employees and inspiring them to master new knowledge and skills (Ellinger et al, 2003). Indeed, managerial coaching goes beyond leaders' role of initiating structure and personal consideration (Heslin et al, 2006) and explicitly highlights the knowledge‐transmission role of leaders, that is, sharing vital work‐related information, knowledge and expertise with employees (Nyfoudi et al, 2022; Zheng et al, 2022). Given that receiving necessary knowledge from the leader helps employees to engage in more knowledge sharing themselves (Carmeli et al, 2013; Lee et al, 2010), we believe managerial coaching may hold unique potential for fostering employees' knowledge sharing in organizations.…”

Fostering Enterprise Performance Through Employee Brand Engagement and Knowledge Sharing Culture: Mediating Role of Innovative Capability

“…Employee engagement to develop innovative capabilities positively impacts their willingness to create innovative products. Conversely, without employee engagement, the innovation would be challenging to achieve ( Zheng et al, 2022 ). Highly engaged employees find ways to improve the operations of the organization, therefore they develop innovative capabilities that can help in better organizational performance.…”

Enhancing employee creativity

“…To further explore the issues, Zheng et al (2022) conduct a survey of leaders and their subordinates at a university in South China. The study was carried over several months and incorporated three different phases during which questionnaires addressed relevant perceptions of MC, IC, CPE, and CP.…”

“…To further explore the issues, Zheng et al . (2022) conduct a survey of leaders and their subordinates at a university in South China.…”