Linking Managerial Coaching and Leader–Member Exchange on Work Engagement and Performance

Abstract

This study investigates how individual-and unit-level performance can be fostered by supervisors' behavioural styles (managerial coaching) and the personal relationship between supervisor and subordinate (leader-member exchange, LMX). The JD-R model holds that good leadership serves as a job resource and triggers a motivational process that will lead through work engagement to good performance. This study first introduces and validates novel measurement instruments for managerial coaching, LMX, and self-rated performance. Then, the study utilizes multilevel methodology (MSEM) to investigate the connections between study variables at the individual-and unitlevel. A sample from two organizations (N = 655) was utilized in the measurement validation and a sample from multiple organizations (N = 879) in the hypothesis testing. Samples using self-rating measurements were collected from different Finnish organizations between 2011 and 2012. The results show that, while managerial coaching was connected more to the unit-level performance, LMX had stronger effect to the individual performance and work engagement, which was connected with the unit-level performance. Analysing two leadership constructs at the same time suggests that there are different mechanisms driving managerial coaching and the LMX relationship in the motivational process and towards good performance as the JD-R model proposes. The study also contributes to literature by introducing and validating measurement instruments.

Coaching-Based Leadership Intervention Program: A Controlled Trial Study

“…Thus, the present study represents a step forward with respect to previous research in analyzing and confirming the effect of leaders developing a coaching-based leadership style on their levels of PsyCap after participating in a training intervention. Moreover, our findings for the impact of the intervention on work engagement are in line with previous research that found a positive link between this variable and the leader's coaching (Lin et al, 2016;Taplin, 2017, 2018;Ali et al, 2018;Lee et al, 2018;Tanskanen et al, 2019). Despite the increasing number of studies exploring this link, work engagement has mostly been evaluated in non-experimental cross-sectional studies and as an employee-related outcome.…”

“…Specifically, leader-as-coach training programs aim to enhance leadership quality in organizations by providing training in coaching skills (Graham et al, 1994;Hagen, 2012;Grant and Hartley, 2014). The increased demand for leaders with coaching skills is generally attributed to the many recognized benefits, such as enhanced employee and organizational performance (Liu and Batt, 2010;Ellinger et al, 2011;Kim et al, 2013;Tanskanen et al, 2019). Additionally, previous studies have identified leaders as coaches as a powerful developmental intervention for motivating, developing, and retaining employees in organizations (Ellinger et al, 2011).…”

“…For instance, Taplin (2017, 2018) found a significant positive relationship between these constructs. Further studies demonstrated a mediating role of work engagement in the relationship between the leader's coaching and performance-related outcomes (Lin et al, 2016;Ali et al, 2018;Lee et al, 2018;Tanskanen et al, 2019). Despite interesting findings, all these studies are crosssectional, and work engagement is evaluated as an employeerelated outcome.…”

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

“…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). The central purpose of managerial coaching is to prompt subordinates' self-efficacy, performance, and development (Woo, 2017), specifically through setting and communicating clear expectations, broadening subordinates' perspectives, and giving feedback (Ellinger et al, 2011).…”

Esimiehen ja työntekijän vuorovaikutussuhde – heijastumia muuttuvaan työelämään

“…Kyselyssä käsiteltiin laajasti henkilöstöjohtamiseen liittyviä teemoja ja käytänteitä. Vuorovaikutusta esimiehen kanssa selvitettiin Leader-Member Exchange (LMX) -teoriaan pohjautuvilla 12 kysymyksellä (Danserau, Graen & Haga, 1975;Graen & Uhl-Bien, 1995), jotka on vahvistettu LMX-UVA -kysymyksiksi (Tanskanen, Mäkelä & Viitala, 2018) (Liite 1). Väittämiä olivat esimerkiksi "Kykenemme aidosti kuuntelemaan toistemme mielipiteitä" ja "Meidän on helppo ottaa puheeksi erilaiset työhön liittyvät asiat".…”