| The double-edged sword effect of managerial coaching behavior for actors: An investigation of personal accomplishment and work overload |
Received:October 16, 2017 Revised:October 16, 2017 |
Key Words: managerial coaching behavior; conservation of resources theory; personal accomplishment; work overload |
| Author Name | Affiliation | | Zhuolin She | Tsinghua University | | Quan Li* | Tsinghua University | | Yanan Dong | Tsinghua University | | Qinqin Li | Lanzhou University | | Baiyin Yang | Tsinghua University | | Bin Yang | Tsinghua University | | Wensheng He | Lanzhou University |
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Abstract: |
| Managerial coaching as an effective leadership initiative in organizations has gained increasing attention from scholars. Although empirical evidence has accumulated showing that managerial coaching behavior has important effects on subordinates’ work attitudes, knowledge about how such behavior impacts supervisors who exhibit it is limited. Drawing upon conservation of resources theory, we developed and tested a model that specifies how and when engaging in managerial coaching behavior has benefits and costs for supervisors. The results of a survey study showed that managerial coaching behavior predicted supervisors’ job attitudes through a dual-path model: On the one hand, managerial coaching behavior positively predicted supervisors’ personal accomplishment, which had a subsequent positive effect on their job satisfaction. Meanwhile, it also positively predicted supervisors’ work overload, which in turn positively predicted their perceived work fatigue. This dual-path mediation model provides a novel perspective to understand the double-edged sword effects of coaching behavior on supervisors. In addition, the results also showed that supervisors with a lower (vs. higher) level of perceived organizational support tend to experience lower personal accomplishment and higher work overload. These findings carry implications for both leadership development theories and organizational management practices. |
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