Supervisors as good coaches: influences of coaching on employees’ in-role behaviors and proactive career behaviors

Huang, Jie; Hsieh, Hui Hsien

doi:10.1080/09585192.2014.940993

Cited by 78 publications

(102 citation statements)

References 53 publications

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“…Managerial coaching can be regarded as a representation of perceived organization support as well as an effective management and favorable leadership behavior [35,55]. Therefore, managerial coaching could give rise to employee's satisfaction on the job and engender a reciprocal commitment to the organization in the social exchange view [35,[55][56][57].…”

Section: Managerial Coaching Mentoring and Organizational Commitmentmentioning

confidence: 99%

“…Mathieu and Zajac [53] emphasized that participatory leadership, such as coaching, is related positively to organizational commitment. According to norms of reciprocity in social exchange theory [54], employees would feel appreciated or even obligated to return beneficial behaviors and to care about the organization's success when they perceive organizational support [55,56]. Managerial coaching can be regarded as a representation of perceived organization support as well as an effective management and favorable leadership behavior [35,55].…”

Section: Managerial Coaching Mentoring and Organizational Commitmentmentioning

confidence: 99%

“…According to norms of reciprocity in social exchange theory [54], employees would feel appreciated or even obligated to return beneficial behaviors and to care about the organization's success when they perceive organizational support [55,56]. Managerial coaching can be regarded as a representation of perceived organization support as well as an effective management and favorable leadership behavior [35,55]. Therefore, managerial coaching could give rise to employee's satisfaction on the job and engender a reciprocal commitment to the organization in the social exchange view [35,[55][56][57].…”

Section: Managerial Coaching Mentoring and Organizational Commitmentmentioning

confidence: 99%

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Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

Woo

2017

Sustainability

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A number of organizations have adopted coaching and mentoring interventions to discover and foster the potential capabilities of employees. These practices are seen as competitive drivers to cultivate innovation and creativity in turbulent business environments. However, the literature has not investigated the question of how coaching and mentoring are interrelated. By examining this connection, this study explores the joint effects of these practices on the organizational commitment of employees. The results from survey data of 247 employees, who were coachees as well as protégés at the same time, from 17 companies in South Korea suggested that mentoring moderates the positive relationship between managerial coaching and organizational commitment. In addition, the moderating effects also depended on the extent of the homogeneity of their coach and mentor. The positive relationship between managerial coaching and organizational commitment strongly increased with conditions of higher mentoring and lower homogeneity of coach and mentor. Conversely, the relationship became negative when both mentoring practice and the homogeneity of coach and mentor were low. These results could provide practical implications to organizations that are concurrently adopting both coaching and mentoring programs by helping managers to better understand their joint effects.

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Section: Managerial Coaching Mentoring and Organizational Commitmentmentioning

confidence: 99%

Section: Managerial Coaching Mentoring and Organizational Commitmentmentioning

confidence: 99%

Section: Managerial Coaching Mentoring and Organizational Commitmentmentioning

confidence: 99%

See 1 more Smart Citation

Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

Woo

2017

Sustainability

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“…A team learning climate can promote greater intentions among employees to explore (Maruping & Magni, ). Huang and Hsieh () empirically examined two interim datasets of 330 cross‐functional teams of members and supervisors in 165 Chinese electronic information firms and established a positive relationship between team learning and organizational innovativeness. Team learning can transform traditional content through application and problem‐solving skills and reinforce opportunities for learning how to learn, work, interact and collaborate in a team (Huang & Lin, ; Wu, Siswanto, & Ko, ).…”

Section: Related Theories and Proposed Hypothesesmentioning

confidence: 99%

“…Managerial coaching behaviours focus on knowledge sharing, feedback and recognition, empowerment, advice and care, all of which can affect employee motivation in relation to performing tasks (Wang, 2013). Managerial coaching enables employees to learn and develop work-related skills and abilities (Ellinger, Ellinger, Bachrach, Wang, & Elmadagbas, 2011;Huang & Hsieh, 2015), which in turn enhance creativity.…”

Section: Interrelationships Between Coaching Behaviours Overparentmentioning

confidence: 99%

Is overparenting harmful to creativity?

Zheng

et al. 2019

Creat Innov Manage

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Heavy parental involvement is widely believed to inhibit creativity. On the basis of this rationale and the self‐creativity literature, this study collected paired data to examine the effects of overparenting (which includes the parental arrangement of daily life affairs and parental involvement in schooling), team learning, and coaching by immediate supervisors on employee creativity (i.e., the creativity of Chinese only‐child millennial employees). The findings are described as follows. First, parental involvement in schooling had a significant and positive effect on employee creativity, and the parental arrangement of daily life affairs was inversely related to employee creativity, as in a U‐shaped relationship. Second, supervisors' coaching behaviours improved employee creativity and partially moderated the relationship between overparenting and employee creativity. Third, team learning moderated the interrelationships between overparenting, coaching behaviours, and employee creativity. This paper discusses the complex factors that shape creativity and provides recommendations regarding the parenting and recruitment of Chinese millennials.

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The double‐edged sword of coaching: Relationships between managers' coaching and their feelings of personal accomplishment and role overload

She

Bingqing

et al. 2019

Human Resource Dev Quarterly

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Attention to the effects of managerial coaching usually focuses on subordinates. However, knowledge of the impact of coaching on the coaches is limited. Drawing upon conservation of resources theory, this study examined the extent to which coaching has benefits and costs for managers who spend time and energy coaching their subordinates. Structural equation modeling results from a multisource, time-lagged survey showed that managerial coaching rated by team members affected managers' self-ratings of job attitudes through a dual-path model. Managerial coaching was positively related to managers' personal accomplishment, which had a subsequent positive effect on their job satisfaction. However, coaching also heightened managers' role overload, thus resulting in their work fatigue. In addition, results showed that managers who reported lower (versus higher) perceived organizational support tended to experience lower (versus higher) personal accomplishment and higher (versus lower) role overload associated with coaching. Implications for theory and practice are discussed.

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Supervisors as good coaches: influences of coaching on employees’ in-role behaviors and proactive career behaviors

Cited by 78 publications

References 53 publications

Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

Is overparenting harmful to creativity?

The double‐edged sword of coaching: Relationships between managers' coaching and their feelings of personal accomplishment and role overload

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