The Research On Managerial Coaching Behavior Model

In the 1990s, managerial coaching was introduced into China. Managerial coaching has increasingly been considered as a tool to improve Chinese talent as China seeks to fuel its rapid economic growth. Participating and competing in Chinese markets have led Chinese organizations to attempt to provide their employees with extensive learning and development opportunities for their organizations. However, there has been a lack of theoretical or empirical research on the topics of specific behaviors of managerial coaching in the Chinese context. And the empirical studies about the antecedent and outcomes variables of managerial coaching are lack.From the coachee's perspective, the research examines the characteristics of managerial coaching behavior, its significant antecedent and outcomes variables, the relationship among them, and based on the analysis, constructs the managerial coaching behavior model. The results of the study provide helpful instrction for understanding managerial coaching behavior, validiating and improving the effectiveness of managerial coaching. The research works in the paper present as follow:(1) The research on managerial coaching behavior model construction. Based on systematical literature review and specialists interviews, the research constructs the theoretical framework of managerial coaching behavior, and develops the managerial coaching behavior questionnaire. Using a sample that consists of 340 employees, this study explored the construct of the managerial coaching behavior model. The four-factor model was proposed by exploratory factor analysis, and validated by confirmatory factor analysis. These factors are labeled as following: self-awareness enlightenment, psychological support, vocational development, and role modeling. The instrument was proved to have reached the high reliability and validity. In addition, the result of this study shows that there is a gerneral low-level managerial coaching behavior of the Chinese organizations that participate in this study.(2) The research on antecedent variables of managerial coaching behavior's cognition. On the basis of reliability and validity tests of the antecedent variables, this study explores the influence degree of personal characteristics of coachee (i.e. locus of control, goal oriention and individual difference), organizational variavle (i.e. organizational support) and the gender composition of coaching relationship on the managerial coaching behavior, respectively. The results indicate that coachee's internal locus of control is more positively related to his/her cognition of self-awareness enlightenment and vocational development from his coach than coachee's extenal locus of control; coachee's learning oriention is more positively related to his/her cognition of four managerial coaching behaviors from his coach than coachee's performance oriention; there are significant differences in coachee's cognition of managerial coaching behaviors among different gender composition of coaching relationship; organizational support has positively related to coachee's cognition of managerial coaching behaviors. These results provide the approaches for improving the effectiveness of managerial coaching behaviors.(3) The research on outcome variables of managerial coaching behavior. To test the effectiveness of managerial coaching behavior, this study explores the influence degree of managerial coaching behavior on the coachee's task performance, context performance, job satisfaction and turnover intention. In addition, the study tests the moderating effects of gender composition of coaching relationship, and the differences in coaching outcomes among different types of coachee. The results indicate that managerial coaching behaviors have positive impacts on task performance, contextual performance and job satisfaction, and have negative influences on turnover intention; the positive effects of managerial coaching behavior would be enhanced or reduced by the impacts of different gender composition of coaching relationship; there are significant differences in the performance, job satisfaction and turnover intention among different personal characteristics of coachee.