Managerial coaching and coachability as predictors of employee work performance: the mediating role of self-efficacy

• Main Author: Kuan, Chi Meng
• Format: Thesis
• Language: English; English
• Published: 2024
• Subjects: HD58.9 Organizational Effectiveness.
• Online Access: https://etd.uum.edu.my/11513/1/Depositpermission_s904541.pdf; https://etd.uum.edu.my/11513/2/s904541_01.pdf; https://etd.uum.edu.my/11513/

Organizations increasingly incorporate managerial coaching into their leadership development programs to achieve higher organizational performance. However, investments in training their managers to become effective coaches have not always yielded the expected results. While extant literature heavily emphasizes coaching skills and competencies, limited research has been conducted on the linkages between coaching and other psychological factors; such as employee coachability or self-efficacy, in producing enhanced work performance. This research investigates the influence of managerial coaching and coachability on work performance and the role of self-efficacy in mediating these relationships. Employing a quantitative methodology, a survey was administered to 383 employees of a food manufacturing company in Malaysia. The data was analysed using Partial Least Squares-Structural Equation Modelling (PLS-SEM). The results reveal that managerial coaching and coachability significantly and positively influence work performance, with coachability demonstrating a more substantial impact than managerial coaching. Furthermore, self-efficacy mediates these relationships, underscoring its crucial role in the coaching process. Specifically, self-efficacy exhibits a more robust mediating effect on the relationship between managerial coaching and work performance compared to its influence on the relationship between coachability and work performance. Employers and employees should actively adopt and promote managerial coaching practices in the workplace to drive higher work performance. Additionally, they should demonstrate high coachability and optimize the critical factor of employee self-efficacy to enhance work performance. Theoretically, this study's proposed research framework is firmly grounded in Goal Setting Theory, demonstrating its applicability in the Malaysian food manufacturing sector. The framework effectively illustrates the interrelationships between managerial coaching, employee coachability, and self-efficacy in driving enhanced work performance.