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Assessing the Influence of Managerial Coaching on Employee Outcomes
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Assessing the Influence of Managerial Coaching on Employee Outcomes

Author: Sewon Kim Affiliation: Assistant Professor, Business, Management, and Economics department, SUNY Empire State
Edition/Format: Article Article : English
Publication:Human Resource Development Quarterly, v25 n1 (Spring 2014): 59-85
Summary:
The present study investigates relationships between managerial coaching behavior and employee role clarity, attitude, and performance-related responses. Using data from a sample of 234 South Korean employees in a private conglomerate, structural equation modeling analysis was conducted to test the hypothesized conceptual model. The results found support for the proposed model and core structural relations, such  Read more...
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Details

Document Type: Article
All Authors / Contributors: Sewon Kim Affiliation: Assistant Professor, Business, Management, and Economics department, SUNY Empire State
ISSN:1044-8004
Language Note: English
Unique Identifier: 5561352902
Notes: Number of Figures: 1
Number of Tables: 3
Number of References: 100
Awards:
Other Titles: Assessing the Influence of Managerial Coaching on Employee Outcomes

Abstract:

The present study investigates relationships between managerial coaching behavior and employee role clarity, attitude, and performance-related responses. Using data from a sample of 234 South Korean employees in a private conglomerate, structural equation modeling analysis was conducted to test the hypothesized conceptual model. The results found support for the proposed model and core structural relations, such that managerial coaching had a direct impact on employee role clarity and satisfaction with work and an indirect impact on satisfaction with work via role clarity, organization commitment via satisfaction with work, and job performance via role clarity. The study provides empirical evidence for managerial coaching effectiveness, the identification of mediating mechanisms between managerial coaching and employee work-related outcomes, and finally cultural contexts and perspectives to managerial coaching practice. Implications of these results for theory and practice and directions for future research are discussed.

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