The Effect of Management Coaching on Psychological Safety and Job Commitment
2
조회
0
다운로드
0
인용
0
참고문헌
키워드
초록
Purpose: Workers are expected to perform their tasks and explore differences through innovation. Despite managerial coaching growing attention, limited studies offer information on the effects of managerial coaching towards psychological safety and job commitment. There is a limited empirical study examining managerial coaching efficacy. However, practitioners and researchers have emphasized managerial coaching contribution on improvement of subordinates outcomes. This study intend to fill the research gap on literature regarding managerial coaching, job commitment and psychological safety. Research design, data and methodology: The present research has conducted the literature content analysis which is widely used by numerous prior studies that was already proved as a flexible and straightforward methodology. Results: Based on the textual approach in the past and current literature, the results indicated that the managerial coaching effects on workers job commitment and psychological safety which include workers performance and job satisfaction. As a result, the workers are ready to engage their jobs and improve their performance. Conclusions: The current research concluded that the managers must strive to facilitate employees to earn clarity on their responsibilities and goals and feel psychologically empowered. A leader intending to implement managerial coaching must understand their abilities and the consequences of their actions.
Abstract
Purpose: Workers are expected to perform their tasks and explore differences through innovation. Despite managerial coaching growing attention, limited studies offer information on the effects of managerial coaching towards psychological safety and job commitment. There is a limited empirical study examining managerial coaching efficacy. However, practitioners and researchers have emphasized managerial coaching contribution on improvement of subordinates outcomes. This study intend to fill the research gap on literature regarding managerial coaching, job commitment and psychological safety. Research design, data and methodology: The present research has conducted the literature content analysis which is widely used by numerous prior studies that was already proved as a flexible and straightforward methodology. Results: Based on the textual approach in the past and current literature, the results indicated that the managerial coaching effects on workers job commitment and psychological safety which include workers performance and job satisfaction. As a result, the workers are ready to engage their jobs and improve their performance. Conclusions: The current research concluded that the managers must strive to facilitate employees to earn clarity on their responsibilities and goals and feel psychologically empowered. A leader intending to implement managerial coaching must understand their abilities and the consequences of their actions.
참고문헌 (42)
- Ali, M., "Examining the impact of managerial coaching on employee job performance: Mediating role of work engagement, leader-member-exchange quality, job satisfaction, and turnover intentions", Pakistan Journal of Commerce and Social Sciences, 12(1), pp.253~282 (2018)
- Ali, M., "Linking managerial coaching with employees’ innovative work behaviors through affective supervisory commitment: Evidence from Pakistan", International Review of Management and Marketing, 10(4), pp.11~16 (2020)
- Aranzamendez, G., "Finding antecedents of psychological safety: A step toward quality improvement", Nursing forum, 50(3), pp.171~178 (2015)
- Ashauer, S. A., "How can leaders foster team learning? Effects of leader-assigned mastery and performance goals and psychological safety", The Journal of Psychology, 147(6), pp.541~561 (2013)
- Beattie, R. S., "Managerial coaching: A review of the empirical literature and development of a model to guide future practice", Advances in Developing Human Resources, 16(2), pp.184~201 (2014)
- Berg, M. E., "A study of coaching leadership style practice in projects", Management Research Review, 39(9), pp.1122~1142 (2016)
- Biron, C., "Do as you say: The effects of psychosocial safety climate on managerial quality in an organizational health intervention", International Journal of Workplace Health Management, 11(4), pp.228~244 (2018)
- Chughtai, A. A., "Servant leadership and follower outcomes: Mediating effects of organizational identification and psychological safety", The Journal of Psychology, 150(7), pp.866~880 (2016)
- Detert, J. R., "Leadership behavior and employee voice: Is the door open?", Academy of management journal, 50(4), pp.869~884 (2007)
- Dollard, M. F., "Building psychosocial safety climate in turbulent times: The case of COVID-19", Journal of Applied Psychology, 106(7), pp.951~964 (2021)
- Eby, L. T. D. T., "An interdisciplinary meta-analysis of the potential antecedents correlates, and consequences of protégé perceptions of mentoring", Psychological bulletin, 139(2), pp.441~ (2013)
- Ellinger, A. D., "Organizational investments in social capital, managerial coaching, and employee work-related performance", Management Learning, 42(1), pp.67~85 (2011)
- Ellinger, A., "The complete handbook of coaching, 2", pp.256~270 (2014)
- Elmadağ, A. B., "Antecedents and consequences of frontline service employee commitment to service quality", Journal of Marketing Theory and Practice, 16(2), pp.95~110 (2008)
- Grailey, K. E., "The presence and potential impact of psychological safety in the healthcare setting: an evidence synthesis", BMC health services research, 21(1), pp.1~15 (2021)
- Hagen, M. S., "Coaching scales: A review of the literature and comparative analysis", Advances in Developing Human Resources, 16(2), pp.222~241 (2014)
- Huang, K. F., "From temporary competitive advantage to sustainable competitive advantage", British Journal of Management, 26(4), pp.617~636 (2015)
- Jolly, P. M., "Silence is not golden: Motivating employee voice through inclusive leadership", Journal of Hospitality & Tourism Research, 45(6), pp.1092~1113 (2021)
- 강은구, "How to Enhance an Employee's Organizational Citizenship Behavior (OCB) as a Corporate Strategy", 산경연구논집, 14(1), pp.29~37 (2023), 한국유통과학회[DOI]
- 강은구, "Team Management for Better Performance that Sells to Customers: Aligning the Stars", 유통과학연구, 15(7), pp.19~24 (2017), 한국유통과학회[DOI]
- Kang, E., "Employee compensation strategy as sustainable competitive advantage for HR education practitioners", Sustainability, 13(3), pp.1049~ (2021)
- 김병직, "코칭 리더십은 안전 행동에 어떤 영향을 미치는가?: 일의 의미와 조직 지원 인식의 순차적 매개 효과", 디지털융복합연구, 20(5), pp.443~451 (2022), 한국디지털정책학회[DOI]
- Kim, S., "Assessing the influence of managerial coaching on employee outcomes", Human Resource Development Quarterly, 25(1), pp.59~85 (2014)
- Kim, S., "Managerial coaching efficacy, work-related attitudes, and performance in public organizations: A comparative international study", Review of public personnel administration, 34(3), pp.237~262 (2014)
- Seong-Gon KIM, "The Impact of Organizational Management Factors on Direct Employee Consultation in Distribution Channels", 유통과학연구, 19(6), pp.21~28 (2021), 한국유통과학회
- Kruzich, J. M., "Individual and work group influences on turnover intention among public child welfare workers: The effects of work group psychological safety", Children and Youth Services Review, 42, pp.20~27 (2014)
- Liu, C. E., "Supervision incivility and employee psychological safety in the workplace", International Journal of Environmental Research and Public Health, 17(3), pp.840~ (2020)
- Liu, X., "How supervisors influence performance: A multilevel study of coaching and group management in technology‐mediated services", Personnel Psychology, 63(2), pp.265~298 (2010)
- Marrone, J. A., "Can supportive coaching behaviors facilitate boundary-spanning and raise job satisfaction? An indirect-effects model", Journal of Management, 48(5), pp.1131~1159 (2022)
- McCarthy, G., "Managerial coaching: challenges, opportunities and training", Journal of Management Development, 32(7), pp.768~779 (2013)
- Ladyshewsky, R., "Employee perceptions of managerial coaching and work engagement using the Measurement Model of Coaching Skills and the Utrecht Work Engagement Scale", International Journal of Evidence Based Coaching and Mentoring, 15(2), pp.25~42 (2017)
- Nusair, N., "The impact of transformational leadership style on innovation as perceived by public employees in Jordan", International Journal of Commerce and Management, 22(3), pp.182~201 (2012)
- Rauniyar, K., "Understanding the role of creative self-efficacy and power distance orientation for examining the consequences of abusive supervision on employee creativity: a case study from Nepal", Open Journal of Leadership, 6(2), pp.61~81 (2017)
- Raza, B., "Impact of managerial coaching on employee performance and organizational citizenship behavior: Intervening role of thriving at work", Pakistan Journal of Commerce and Social Sciences, 11(3), pp.790~813 (2017)
- Ribeiro, N., "How managerial coaching promotes employees' affective commitment and individual performance", International Journal of Productivity and Performance Management, 70(8), pp.2163~2181 (2020)
- Richard, J., "Culture, competencies and compensation: A framework for pay for performance incentives", American Journal of Management, 18(4), pp.33~48 (2018)
- Schaltegger, S., "Sustainable entrepreneurship and sustainability innovation: categories and interactions", Business strategy and the environment, 20(4), pp.222~237 (2011)
- Sesen, H., "The effect of the employee perceived training on job satisfaction: the mediating role of workplace stress", European Journal of Training and Development, 46(9), pp.953~973 (2022)
- Tiwari, B., "Building psychological safety for employee engagement in post-recession", Development and Learning in Organizations: An International Journal, 30(1), pp.19~22 (2016)
- Woo, E. J., "Environmental issues as an indispensable aspect of sustainable leadership", Sustainability, 12(17), pp.7014~ (2020)
- Yin, J., "Transformational leadership and employee knowledge sharing: Explore the mediating roles of psychological safety and team efficacy", Journal of Knowledge Management, 24(2), pp.150~171 (2020)
- Zhang, Y., "Exploring the role of psychological safety in promoting the intention to continue sharing knowledge in virtual communities", International Journal of Information Management, 30(5), pp.425~436 (2010)