How does managerial coaching affect individual learning? The mediating roles of team and individual reflexivity

Abstract

Purpose-The purpose of this paper is to examine the mediating role of team and individual reflexivity in linking managerial coaching with individual learning. Design/methodology/approach-Data obtained from 506 individuals in 98 engineering teams in the automobile and electronic industries were used to investigate specific hypotheses. Findings-The results indicated that managerial coaching directly influenced team learning and individual learning, team reflexivity acted as substantial mediator for the relationship between managerial coaching and team learning, as well as the relationship between managerial coaching and individual reflexivity and team reflexivity and individual reflexivity co-acted each other as mediators for the relationship between managerial coaching and individual learning. Research limitations/implications-As the subjects of this study were engineering teams in which tasks are interdependent, there is a possibility that the task trait may have affected the results. Practical implications-Managers should recognize the importance of collectively reflective activities in promoting both individual and team learning. Facilitating coaching skills are indispensable to enhance reflexivity within teams. Originality/value-This study extends prior research by demonstrating the mediating role of team and individual reflexivity as mediators in linking managerial coaching to team and individual learning, which has never been investigated in previous studies.

Managerial coaching and subordinates' workplace well‐being: A moderated mediation study

“…In several studies, Laschinger et al () examined the direct influence of unit leader–member exchange quality and structural empowerment on nurses' workplace well‐being. Although managerial coaching has recently been considered an effective approach to develop subordinates' positive feelings in the workplace (Matsuo, ; Yukhymenko‐Lescroart et al, ), the studies have not involved the relationship between managerial coaching and subordinates' workplace well‐being.…”

“…As a kind of management approach to help subordinates improve existing competence, inspire possible intelligence, and maximise personal potential (Wagstaff, Arthur, & Hardy, 2018), managerial coaching has drawn growing interest both theoretically and in practice (Matsuo, 2018;Tanskanen, Mäkelä, & Viitala, 2018;Wagstaff et al, 2018). Compared with a traditional leadership's exertion of administration, command, and control, the approach of managerial coaching relies on guidance, facilitation, and inspiration (Tanskanen et al, 2018).…”

“…Moreover, it should be noted that managerial coaching is differentiated from mentoring, occurring as it does in a short‐term period, whereas mentoring is a long‐term process for employees' development (Ragins & Kram, ). Empirical studies have also demonstrated that managerial coaching is related to beneficial outcomes for subordinates, in areas such as learning (Matsuo, ), performance (Tanskanen et al, ), and job satisfaction (Kim et al, ).…”

Corporate Hypocrisy and Counterproductive Work Behavior: A Moderated Mediation Model of Organizational Identification and Perceived Importance of CSR

“…Future research can also consider some alternate or additional theoretical perspectives, such as cognitive dissonance theory or attribution theory, to account for the negative reactions of employees. In other aspects, not all employees may express protest and disapproval, and employees may tend to learn from unethical CH behaviors, by involving in collective reflection with the organization and managerial coaching [94]. Thus, team reflexivity may be regarded as a critical channel for employees to learn from corporate hypocritical behavior, like its role as a group effect [95].…”

How Shared Leadership in Entrepreneurial Teams Influences New Venture Performance: A Moderated Mediation Model

“…Particularly for entrepreneurial teams, elaborate reflexivity may involve challenging assumptions about collective goals (Rauter et al, 2018). While growing evidence that team reflexivity is associated with entrepreneurial outcomes is emerging, how entrepreneurs engender collective reflexive mechanisms in entrepreneurial teams remains neglected (Hedman-Phillips & Barge, 2017; Matsuo, 2018). Accordingly, some scholars have stressed that team reflexivity needs specific leadership behaviors to make it happen (Lyubovnikova et al, 2017; Schippers et al, 2008).…”