How peer coaching fosters employee proactivity and well-being within a self-managing Finnish digital engineering company

Entrepreneurial coaching mediating relationship between TQM soft practices and firm performance: cases of certified Tunisian companies

“…The implementation of TQM practice necessitates employees' engagement and the presence of leader style (Fey et al ., 2022; Grabmann et al ., 2020). Entrepreneurial coaching helps firm to generalize information and assure knowledge transfer (Fey et al ., 2022; Mansoori et al ., 2019). The participative management style engages employees to adhere to a developed strategy (Ben Salem et al.…”

“…In fact, TQM soft practice alone cannot ensure firm performance. For instance, some TQM practices such as leadership, employees' engagement and the presence of entrepreneurial support have become a priority within firms (Fey et al ., 2022; Khalfallah et al ., 2022). The utility of the connection between TQM soft practices and entrepreneurial coaching is well argued (Ben Salem and Lakhal, 2018; Audet and Cauteret, 2013; Rocchi et al ., 2013).…”

El Coaching en el sector público

“…(Muhammad et al, 2018) "El Coaching es una herramienta que contribuye al desarrollo de estrategias que favorecen el crecimiento personal y profesional, para la obtención de resultados e incrementar el potencial". (Lozano como se citó en Muñoz et al, 2018, p. 3) permitiendo, además, el aprendizaje entre los miembros de la organización (Basharat & Alia, 2020;Basharat et al, 2018;Bonilla et al, 2018) Al coaching se le conoce también como un método que tiene como principal meta entrenar a un grupo de personas con el fin de desarrollar habilidades El coaching tiene la virtud de ser una herramienta fundamental en la vida de las organizaciones (Rodríguez et al, 2020), ya que estos tienen la capacidad tanto de entender los problemas como la cultura de las organizaciones, asimismo, es una herramienta que puede aportar importantes beneficios a la gestión pública, motivando a un cambio no solo progresivo sino también significativo (Velarde, 2021;Fey et al, 2022) a los miembros de la organización. De igual manera, sirve para superar situaciones difíciles dentro de las organizaciones por lo que demandan no solo compromisos, sino también exigencias.…”

Linking empowering leadership with workplace proactivity: the mediating role of psychological safety and knowledge sharing

“…The existing research studies on employees' workplace proactivity have suggested that employees' proactive behavior is influenced by multiple factors such as individual differences, contextual variables and motivational and goal processes (Parker et al, 2010(Parker et al, , 2019. For example, employee workplace proactivity is influenced by perceived power (Pai et al, 2021), job insecurity and commitment (Huang et al, 2021), peer coaching (Fey et al, 2021), HRM system (Zhang and Edgar, 2021), employee emotions (Bindl, 2019), training and development (Strauss and Parker, 2018), perceived overqualification (Zhang et al, 2016) and work engagement and learning goal orientation (Maden, 2015). However, limited studies are available in proactivity literature that explains the way in which employee proactivity increases at workplace.…”

“…For example, employee workplace proactivity is influenced by perceived power (Pai et al. , 2021), job insecurity and commitment (Huang et al ., 2021), peer coaching (Fey et al. , 2021), HRM system (Zhang and Edgar, 2021), employee emotions (Bindl, 2019), training and development (Strauss and Parker, 2018), perceived overqualification (Zhang et al.…”