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Abstract
The present study aimed to examine the effects of managerial coaching on job performance and team commitment as well as to investigate the mediating effect of psychological capital. This study adopted a convenient sampling method by selecting the employees of local Taiwanese enterprises as research subjects. To avoid common method variances, this study utilized two sets of questionnaires: one designed for supervisors and the other for employees. The results of structural equation modeling (SEM) showed that managerial coaching had significant effects on both job performance and team commitment. The results also indicated that the relationships between managerial coaching and job performance and between managerial coaching and team commitment were significantly mediated by psychological capital. Conclusions, practical implications, and directions for future research were also discussed and provided.
JEL classification numbers: M1, M10
Keywords: Managerial coaching, Psychological capital, Job performance, Team commitment.
1Introduction
Coaching has become a long-term human resource development strategy (Hackman & Wageman, 2005) and has attracted a lot of attention from many organizations over the years. Managers and scholars have seen effective coaching as one of the best practices to achieve successful management, leadership, and learning in an organization (Ellinger et al., 2003; Evered & Selman, 1989; Peterson & Hicks, 1996). Managers or supervisors acting as coaches in the workplace work closely with employees to identify the cause of performance gaps and provide feedback to employees. It has been suggested that effective coaching can improve employee morale and self-confidence, increase employee knowledge and ability, and promote positive work attitudes and employee behavior, thereby contributing to the organization's overall performance (Hackman & Wageman, 2005).
According to the organizational support theory (OST) and perceived organization support (POS) proposed by Eisenberger, Huntington, Hutchinson, and Sowa (1986), when employees perceive that the organization values their contributions, meets their needs, and cares about their well-being (higher POS levels), the norm of reciprocity (Gouldner, 1960) evokes their sense of obligation to help the organization achieve its goals (Eisenberger et al., 1986). Previous research has shown that POS has a positive impact on employee outcomes such as job satisfaction, job performance, organizational commitment, and turnover intention (Armeli, Eisenberger, Fasolo, & Lynch, 1998; Arshadi, 2011; Eisenberger et al., 1986; Eisenberger, et al., 1990; Rhoades & Eisenberger, 2002) because it...