Effects of managerial coaching on employees' creative performance: cross-level moderating role of a climate for innovation

PurposeThe purpose of this paper is to examine the impact of managerial coaching (MC) on employee creative performance (CP) based on the knowledge transfer theory and the roles of creative process engagement (CPE) and climate for innovation (IC) in the relationship between MC and CP.Design/methodology/approachA moderated mediation model was developed and tested on a dyadic sample of 74 leaders and 292 employees working in South China firms.FindingsThe results show that CPE mediates the relationship between MC and CP and IC amplifies the indirect relationship between MC and CP via CPE.Originality/valueThis research contributes to the MC and innovation literature by clarifying the linking role of engagement in transferring MC into employees' CP from a knowledge transfer perspective and identifies the critical role of IC in effectuating the impact of MC on CP.

Strategies to Improve Work Attitude and Mental Health of Problem Employees: Focusing on Airline Cabin Crew

This study examines strategies for improving the work attitude and mental health of airlines’ “problem employees”. Based on a review of previous studies, five different handling methods for problem employees were derived: (1) duty assignment according to ability, (2) confidence beliefs, (3) managerial coaching, (4) human understanding, and (5) mentor system. The study hypothesized that these five approaches influence employees’ work attitudes, mental health, and job performance. To verify these hypotheses, empirical data were collected from 200 airline crew members. The analysis found that only three of the “five different handling methods of problem employees” positively influence job attitudes, mental health, and job performance: (1) duty assignment according to ability, (2) confidence beliefs, and (3) mentor system. In contrast, managerial coaching negatively impacted outcome variables. The study also found that the current handling approaches implemented in the industry have positive and negative outcomes on problem employees. Therefore, airline companies need to manage problem staff based on the findings of this study. Particularly, when conducting managerial coaching, supervisors should check employees’ work attitude change status. Research implications, limitations, and future research directions are discussed.

Examining the relationships among managerial coaching, perceived organizational support, and job engagement in the US higher education context

Purpose The purpose of this study was to apply social exchange and organizational support theories to examine the relationship between mid-level strategic enrollment managers’ perceptions of managerial coaching behaviors enacted by their senior managers and their own reported job engagement, as mediated by perceived organizational support (POS) within the US higher education context. Design/methodology/approach A quantitative survey-based half-longitudinal design, which used the latent marker variable technique, was conducted with a sponsoring professional organization in the strategic enrollment management (SEM) field in the USA. A total of 310 usable surveys were analyzed using structural equation modeling. Findings The results of this study indicate that SEM managers’ job engagement and the perceived managerial coaching behaviors provided to them by their senior managers were positively correlated, and that POS fully mediated this relationship. These findings highlight how coaching behaviors may allow managers to elicit positive emotional responses and, by fostering enhanced POS, ultimately enhance job engagement among their team members. Originality/value This study addresses several calls for research on managerial coaching, job engagement and POS in an under-examined higher education context within the human resource development field.

Managerial coaching: where are we now and where should we go in the future?

Purpose In this paper, we provide a brief understanding of the field of managerial coaching, specifically, offering insights on what has been studied and ideas on where the field can move forward. Design/methodology/approach We review managerial coaching research, focusing in particular on its consequences and determinants. Based on the review, we uncover three areas that will help advance the development of managerial coaching research. Findings Our review indicates that both individual and contextual factors influence managerial coaching. Managerial coaching is beneficial not only for employees but also for managers who engage in coaching and the teams they manage. Despite the overwhelmingly positive view of managerial coaching, emerging research addresses the detrimental effects of coaching on managers who engage in coaching. We call on researchers to undertake more work on the factors that reduce managers’ inclination to coach, dark side outcomes of coaching, and role of individual and contextual factors in influencing the effects of coaching. Originality/value By reviewing extant managerial coaching research as well as suggesting fruitful avenues for researchers to explore, this paper serves as a useful guide for scholars interested in contributing to the emerging body of research on managerial coaching.

Developing Coaching Mindset and Skills

As the use of coaching in organizations continues to grow, managers are increasingly expected to coach their subordinates. However, the development of managerial coaching skills has generally not kept up with organizational desires and needs. We offer a role-play methodology with two scenarios for teaching coaching mindset and related skills. The remedial coaching scenario offers an opportunity to practice coaching an employee on a performance issue or problem. The developmental coaching scenario provides an opportunity for the person being coached to choose a topic to further professional development. The role-plays use a trio format, which has the distinctive benefit of actively involving all members of the class. Each participant takes a turn playing each of the roles of coach, employee, and observer. The observer/feedback giver role enables each student to receive personal feedback. The exercise can be conducted in both in-person and online class formats.

Enhancing nurses well-being through managerial coaching: a mediating model

Purpose Workplace well-being has emerged as an important aspect in the field of health care. Therefore, this paper aims to investigate the role of managerial coaching on nurses’ well-being through psychological ownership and organizational identity. Design/methodology/approach The authors approached 284 nurses working in both public and private hospitals (between December 2019 and February 2020) on convenience basis, and data were collected through an online questionnaire-based survey. Findings The data were analyzed using AMOS version 24 and structural equation modeling confirmed psychological ownership and organizational identity as explanatory variables between managerial coaching and well-being. Research limitations/implications The study used self-reported data using convenience sampling which may raise a question on causality. The findings suggest the management to consider the importance of managerial coaching in shaping positive workplace behaviors of employees. Originality/value Drawings on social exchange theory, this study extends past studies to examine the mediating roles of psychological ownership and organizational identification between managerial coaching and workplace well-being among nurses. The study has theoretical and practical implications.