• The Journal of the Korea Contents Association
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• v.15 no.10
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• pp.425-435
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• 2015

While managerial coaching has increased popularly as an effective leadership initiative in organization, the relationship between managerial coaching and its effects on performance has not been scholarly well defined. This study examined the role of managerial coaching as a moderator between job characteristics and job performance. Based on the sample of 453 employees in a financial firm, HLM was conducted to test the research model at multiple levels of organizational hierarchies. First, we found that managerial coaching has a direct impact on employee performance. Second, the strength of the relationship between job meaningfulness and job performance is positively related to the level of managerial coaching. Third, managerial coaching positively moderates the association between autonomy and job performance. However, any cross-level moderating effects of managerial coaching on the relationship between feedback and job performance is not observed. These results show that managerial coaching by managers could promote employees' performance through maximizing the impact of job characteristics on employees' motivation.

• Journal of Korean Academy of Nursing Administration
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• v.15 no.3
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• pp.314-324
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• 2009

Purpose: This research was conducted to investigate the nurses' awareness and behavior on coaching and its relation with job characteristics in a hospital. Methods: Total 300 nurses in a university affiliated hospital were surveyed with questionnaires between April and May, 2008. The data was analyzed using SAS 9.1. Results: The data showed that 88.9 % of nurses responded the need of coaching training program while only 80.9% of general nurses and 75.7% preceptor nurses would like to participate in the training. The current level of knowledge for coaching was not different by the age, education level, and career. However, coaching behavior and job characteristics were significantly higher in the nurse managers than in general nurses or preceptors. The correlation between coaching behavior and job characteristics were identified. Conclusion: The gaps between the perceived necessity of coaching program implementation and willingness to participate in the coaching program were due to worry about the burden of extra hours needed to participate the program. To introduce coaching program to a nurses' organization successfully, the efforts should be made to develop the coaching training program for nurses based on the results and to support them systematically.

• The Journal of Industrial Distribution & Business
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• v.14 no.2
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• pp.1-9
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• 2023

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.

• The Journal of the Korea Contents Association
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• v.18 no.9
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• pp.260-272
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• 2018

The purpose of this study was to examine the causal relationship among coaching leadership, self-efficacy, job engagement, innovative behavior and to specify the mediating effects on the relationship between coaching leadership and innovative behavior. Participants were 240 nurses with survey. SPSS 18.0 and AMOS 18.0 were used to analyze the collected data. The result of this study were as follows. First, coaching leadership had a significant effect on self-efficacy, job engagement. Second, coaching leadership had not a significant effect on innovative behavior. Third, self-efficacy had a significant effect on job engagement, innovative behavior. Fourth, job engagement had a significant effect on innovative behavior. Fifth, self-efficacy and job engagement had a mediating effect on the relationship between coaching leadership and innovative behavior. Based on these results, we discussed the rule of self-efficacy and job engagement in the relationship between coaching leadership and innovative behavior. The implication of this study was that in order to induce the active employee's innovative behavior is to improve the employee's self-efficacy and job engagement through the supervisor's coaching leadership.

• The Journal of the Korea Contents Association
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• v.11 no.7
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• pp.374-386
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• 2011

This study investigated the impact of leader's coaching on job satisfaction and job involvement. In particular, this study examined employees' self-efficacy as a mediator in the relationship between leader's coaching and job satisfaction and job involvement. On the basis of theoretical linkages between the constructs, a conceptual model and hypotheses were established. Empirical data were collected by using a set of questionnaires. This survey was administered to employees working in 20 firms. 269 samples were used for the analysis. This study conducted a exploratory factor analysis and confirmatory factor analysis for the validity test, structural equation modeling(SEM) was employed to test the hypothesized relationships in the conceptual model. This study shows that the proposed model is reasonably fit to the actual data. From these analyses, the following results were obtained. First, leader's coaching is positively related to employees' self-efficacy. Second, leader's coaching is positively related to job satisfaction and job involvement. Third, employees' self-efficacy has partially mediated effects on the relationship between leader's coaching and job satisfaction and job involvement.

• The Korean Journal of Health Service Management
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• v.6 no.4
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• pp.121-130
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• 2012

This study had collected 171 dental hygienists working in Busan and Ulsan, in order to investigate coaching behavior, job satisfaction and job performance of dental hygienists and find relationship between these. A survey was conducted from July 10 through August 20, 2012, by using structured, self-administered questionnaires. The collected data were analyzed with SPSS 12.0 program. The obtained results were as follows; 1. The mean of dental manager's coaching behavior was 3.35 out of 5. In terms of sub-domain, accountability(3.36) is the highest, followed by relationship(3.32), and development(3.20). 2. In multiple regression analysis, development factor is most influential factor of job satisfaction, followed by relationship, accountability. 3. The job performance was under the greatest influence of the patient relationship, followed by freedom factor.

• The Journal of the Korea Contents Association
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• v.18 no.10
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• pp.368-381
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• 2018

This study examines the effect of coaching leadership on resilience, interpersonal competence, and job performance, and identifies whether resilience and interpersonal competence mediate the relationship between coaching leadership and job performance. For this purpose, the data were collected for 240 nurses at U University Hospital in Ulsan City. SPSS 18.0 and AMOS 18.0 were used to analyze the statistical data and the validity of the this study. The results of this study showed as follows. First, coaching leadership has significantly affected resilience, interpersonal competence and job performance. Second, resilience has significantly affected interpersonal competence and job performance. Third, interpersonal competence have significantly affected job performance. Fourth, resilience and interpersonal competence had a partial mediating effect on the relationship between coaching leadership and job performance. Based on this study, we discussed the important rule of coaching leadership, resilience, interpersonal competence to improve job performance.

• The Korean Journal of Coaching Psychology
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• v.5 no.2
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• pp.83-100
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• 2021

The purpose of this study was to investigate the positive impact that social value coaching has on employees, specifically highlighting the role of regulatory focus. Based on a coaching model, we developed a social value coaching program and applied it to the employees. We investigated whether the experimental group that participated in the social value coaching program would report higher levels of meaning of work, hedonic job satisfaction, eudaimonic job satisfaction, and job crafting compared to the control group, as well as whether regulatory focus would function as a moderator. We only analyzed the moderating role of prevention focus as promotion focus did not show any moderating effects. The results suggest that the experimental group that participated in the social value coaching program reported significant increases in all of the outcome variables compared to the control group. Additionally, for meaning of work, hedonic job satisfaction, and eudaimonic job satisfaction, the effects of the coaching program was stronger for those with a higher level of prevention focus than those with a lower level of it. Based on these results, we discussed the implications and limitations of this research, as well as suggestions for future research.

• The Korean Journal of Health Service Management
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• v.10 no.1
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• pp.79-91
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• 2016

Objectives : The purpose of this study is to suggest an efficient human-resources direction for the management of dental hygienists, the study analyzes the influential relationship between superior's coaching leadership as perceived by dental hygienists and their on the job satisfaction, and proves the moderating effects of leader trust and of followership in the process. Methods : To test the empirical model, data were collected by survey using structural self-administered questionnaires that were distributed to 300 dental hygienists working at dental clinics in the Busan, Ulsan, Gyeongnam, and Gyeonggi areas, from 27 March to 10 April, 2015, 286 cases were used in final analysis. Results : Coaching leadership is found to have a significant influence on job satisfaction. Trust in a leader showed a significant main moderating effect on job satisfaction, on the other hand, followership showed a significant main effect, but no significant moderating effect, on job satisfaction. Conclusions : The results of this study imply that leadership factors such as coaching leadership and leader trust are crucial for improving the job satisfaction of dental hygienists, therefore, a program for enhancing the leadership skills of dental managers is needed in dental health organizations.

• Korean Journal of Childcare and Education
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• v.17 no.2
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• pp.89-101
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• 2021

Objective: The purpose of this study is to verify the effect of directors' coaching leadership on teachers' play implementation competencies and the mediation effects of teachers' reflective thinking and creative job performance by conducting a structural relationship analysis. Methods: The subjects of this study were child care teachers who were purposefully sampled from the metropolitan area which includes Seoul, Incheon, and Gyeonggi Province. A total of 267 questionnaires were analyzed after excluding poor or incomplete questionnaires by use of SPSS Statistics 25.0 and the AMOS 21.0. Results: Directors' coaching leadership was positively correlated with teachers' reflective thinking, creative job performance, and their play implementation competencies. Directors' coaching leaderships directly and indirectly influenced teachers' play implementation competencies, which was mediated by teachers' reflective thinking and their creative job performance. Conclusion/Implications: Directors' coaching leadership has a significant implication for teachers' play implementation competencies which became more important after the national curriculum standards had been revised.