Research On The Multilevel Relationship Between Coaching Leadership And Subordinates' Change-supportive Behavior

Due to the rapidly development and changing environments,traditional management styles and operation means have been difficult to meet the market requirement,organizations cannot strengthen their market position without continuous reform and innovation.As the implementer and the executor of the organizational reform measures,whether employees are willing to participate in and organizational reform is a key element to the success of organizational change,so how to motivate employees' change-supportive behavior has attracted the attention of numerous scholars and organizational managers in the context of organizational change.As a new type of leadership which can improve employees' mental model and inspire potentiality,the effect mechanism of coaching leadership on employees' mind and behavior under change context has not been clearly clarified.In this study we based on culture self-representation theory and Chinese cultural context to examine the mechanism of the coaching leadership on employees' change-supportive behavior through the mediation of change-related self-efficacy,and the moderating role of personal traditionality.Participants of this study were supervisors and their direct subordinates recruited from various companies located in the main city in South China region,and data was collected through three stages in order to avoid the common method bias,specifically,at time 1,leaders responded to questions assessing their level of coaching leadership;at time 2,employees responded to questions assessing their own personal traditionality and change-related self-efficacy;at time 3,leaders evaluated their direct subordinates' change-supportive behavior.Cross-level analysis was used to analyze the data and we found that:(1)coaching leadership has significantly positive effect on employees' change-supportive behavior;(2)employees' change-related self-efficacy play a role of fully mediator in the relationship between coaching leadership and change-supportive behavior;(3)employees' traditionality positively moderated the indirect effect of change-related self-efficacy.This study clarifies the relationship between coaching leadership and change-supportive behavior and its internal mechanism bases on culture self-representation theory,which enriches the research of coaching leadership,and provides theoretical and practical suggestions for enterprises to stimulate and guide employees' change-supportive behavior.