The Relationship Of Coaching Leadership And Change-supportive Behavior: Analysis Of The Effects Of Psychological Capital And Openness To Change

The society is facing with transformation and upgrading. In order to adapt to the dynamic change in competitive environment, organizational change and revolution is necessary for enterprises to remain in existence and obtain sustainable competitive strength. However, organizational revolution can’t always achieve success, employee change-supportive behavior is a key factor for enterprises change. Thus, effectively mobilize the support behavior of employees attracted much attention of academic and business circles. The factors that affect the employee change-supportive behavior include not only the external organizational factors, but also the internal psychological factors. On the one hand, leaders greatly influence employees’change-supportive behavior. Traditional authoritative leadership has been difficult to meet the needs of enterprise development, and new types of leadership are emerging. Coaching leadership is a new type of leadership, which concentrates on developing employees’wisdom and potential through guidance, inspiration and encouragement, would be conducive to mobilize employees’enthusiasm and creativity. On the other hand, as a kind of positive mental state and mental energy, psychological capital has attracted much attention of scholars in recent years. Its positive impact on individual attitude and behavior has been confirmed by a lot of research. Therefore, this study further introduces psychological capital and explores the influence of psychological factors on employee change-supportive behavior.Based on literature review, the research committed investigation on employees in enterprises of Southern China through questionnaire survey, to explore the relationship of coaching leadership, psychological capital, openness to change and change-supportive behavior. The research contents include:(1) Literature review of coaching leadership, employee psychological capital, openness to change and change-supportive behavior. (2) The relationship between two variables among the four main variables. (3) The mediating role of openness to change in the relationship between coaching leadership and change-supportive behavior and between employee psychological capital and change-supportive behavior. (4) The mediating role of employee psychological capital and openness to change in the relationship between coaching leadership and change-supportive behavior. The study found that:(1) Openness to change has partial mediating effect on the relationship between coaching leadership and change-supportive behavior. (2) Openness to change plays a fully mediating role in the relationship between employee psychological capital and change-supportive behavior. (3) Coaching leadership can not only directly impact on change-supportive behavior, but also indirectly affect change-supportive behavior through employee psychological capital and openness to change.The research explored the impact of coaching leadership on employees’attitude and behavior and the mechanism of change-supportive behavior in the basis of Chinese context. It will contribute to related theory and mechanism research of coaching leadership and change-supportive behavior. The conclusion could provide guidance for enterprises management and human resource management and new perspectives and ideas for academic research.