The Structure And Measurement Of Coaching Leadership And Its Effect On Change-supportive Behavior

The literature study shows that coaching leadership is widely used in the field of organization management practice.The theoretical and empirical research on coaching leadership has risen in western countries,but the research on coaching leadership in Chinese cultural context has just started.However,because of the differences in the research perspective,the academic community has not yet reached a consensus on the structure and measurement of coaching leadership.Therefore,the research on the structure and measurement of coaching leadership remains to be further expanded and deepened.With the globalization of economic development and the dynamic environment of management,organizational change has become an inevitable choice for the survival and development of the organization.How to motivate employees' change-supportive behavior has become an important topic in the field of change management research.The research shows that coaching leadership has its own unique advantages in driving staff change-supportive behavior,but the mechanism of coaching leadership stimulating change-supportive behavior needs further study.Therefore,in order to study the structure and measurement of coaching leadership in Chinese context and to explore the mechanism and boundary conditions of the coaching leadership stimulating the change-supportive behavior,this study carries out the following three sub studies.In the first sub study,on the basis of western research,this study carries out the research on the structure and measurement of coaching leadership to develop a coaching leadership scale basing on Chinese situation.The research results show that the coaching leadership consists of 6 dimensions.This study classifies the 6 dimensions into two major categories: individual-oriented coaching leadership and team-oriented coaching leadership.Individual-oriented coaching leadership includes three dimensions: encouraging exploration,on-the-job guidance,and promoting development;and team-oriented coaching leadership includes three dimensions: striving for excellence,run with team rules,and open communication.In the second sub studies,the researchers put the individual-oriented coaching leadership,change appropriateness,change efficacy,perception of management support,leader-member relationship and change-supportive behavior into the research model,and constructs a multilevel model.This study tests the main effects of individual-oriented coaching leadership on change-supportive behavior,the mediating effect of change appropriateness,change efficacy,and perception of management support,and the moderating effect of leader-member relationship with matched data collected from 128 supervisors and their immediate subordinates(N=384).The results show that:(1)change appropriateness,change efficacy,perception of management support mediate the process of individual-oriented coaching leadership driving change-supportive behavior,(2)the leader-member relationship positively moderates the relationship between change appropriateness,change efficacy,and perception of management support and change-supportive behavior,(3)leader-member relationship also strengthens the indirect relationship of individual-oriented coaching leadership to change-supportive behavior via change appropriateness,change efficacy,and perception of management support.That is,in the situation where leader-member relationship is higher,the impact of individual-oriented coaching leadership on change-supportive behavior is stronger,therefore,the mediating effect of change appropriateness,change efficacy,and perception of management support is stronger.In the third sub studies,the researchers put the team-oriented coaching leadership,team trust,team exchange,team integration,team work autonomy and change-supportive behavior into the research model,and constructs a multilevel model.This study tests the main effects of team-oriented coaching leadership on change-supportive behavior,the mediating effect of team trust,team exchange,and team integration,and the moderating effect of team work autonomy with matched data collected from 128 supervisors and their immediate subordinates(N=384).The results show that:(1)team trust,team exchange,and team integration mediate the process of team-oriented coaching leadership driving change-supportive behavior,(2)the team work autonomy positively moderates the relationship between team trust,team exchange,and team integration and change-supportive behavior,(3)the team work autonomy also strengthens the indirect relationship of team-oriented coaching leadership to change-supportive behavior via team trust,team exchange,and team integration.That is,in the situation where team work autonomy is higher,the impact of team-oriented coaching leadership on change-supportive behavior is stronger,therefore,the mediating effect of team trust,team exchange,and team integration is stronger.To sum up,this study deeply studies the structure and measurement of coaching leadership.On the basis of empirical research,this research has developed a measuring tool for coaching leadership,which is of great value for the academic circles to reach consensus on the connotation and extension of coaching leadership,and also for conducting research on coaching leadership in Chinese context.This study explores the internal mechanisms of the individual-oriented and team-oriented coaching leadership that affects the change-supportive behavior via two paths of individual cognitive process and team interaction process,so as to reveal the black box of individual-oriented and team-oriented coaching leadership driving change-supportive behavior,and make important contributions to the development of change theory and leadership theory.At the same time,this study further explores the moderating effects of leader-member relationship and team work autonomy in the process of coaching leadership driving change-supportive behavior,thus revealing the conditions of coaching leadership affecting change-supportive behavior and providing theoretical guidance for managers to promote organizational change from the perspective of organizational environment.