Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

Abstract

A number of organizations have adopted coaching and mentoring interventions to discover and foster the potential capabilities of employees. These practices are seen as competitive drivers to cultivate innovation and creativity in turbulent business environments. However, the literature has not investigated the question of how coaching and mentoring are interrelated. By examining this connection, this study explores the joint effects of these practices on the organizational commitment of employees. The results from survey data of 247 employees, who were coachees as well as protégés at the same time, from 17 companies in South Korea suggested that mentoring moderates the positive relationship between managerial coaching and organizational commitment. In addition, the moderating effects also depended on the extent of the homogeneity of their coach and mentor. The positive relationship between managerial coaching and organizational commitment strongly increased with conditions of higher mentoring and lower homogeneity of coach and mentor. Conversely, the relationship became negative when both mentoring practice and the homogeneity of coach and mentor were low. These results could provide practical implications to organizations that are concurrently adopting both coaching and mentoring programs by helping managers to better understand their joint effects.

Managerial coaching and subordinates' workplace well‐being: A moderated mediation study

“…Furthermore, based on this Chinese context, our paper examined the impact of cultural value differences on how employees recognise and react to managerial coaching. These findings respond to discussions of cultural differences in the study of managerial coaching (Kim, ; Woo, ) and provide further empirical support for exploring the impact of managerial coaching on outcomes for subordinates in Chinese contexts. Thus, our findings support the research into managerial coaching in different cultural and HRM contexts (Kim & Beehr, ).…”

“…In so doing, we provide insightful views into how managerial coaching increases subordinates' workplace well‐being, as interpreted through self‐categorisation perspectives. Third, we address the call by previous studies (i.e., Kim, ; Woo, ), to investigate the moderating role of cultural orientations in the influence of managerial coaching on subordinate outcomes. By examining the moderating role of Chinese traditionality, we reveal a boundary condition for the impact of managerial coaching on workplace well‐being, thereby building a better understanding of when and why managerial coaching cultivates subordinates' workplace well‐being.…”

Impact of Managerial Coaching on Organizational Citizenship Behavior: The Mediation and Moderation Model

“…Coaching along with a set of activities has been considered necessary for achieving primary and secondary goals by the supervisors and HR development practitioners Woo, 2017). The theorists, trainers, and practitioners explore the impact and practical application of managerial coaching (Kim, Egan, Kim, & Kim, 2013).…”

“…When subordinates and juniors recognize as a favor, then they feel more affiliation with their supervisor and they response results in job commitment, responsibility, and satisfaction (Sonenshein, Dutton, Grant, Spreitzer, & Sutcliffe, 2013;Woo, 2017). In coaching environment, managers can increase the performance of their subordinates by providing clear goals and available resources (Kim, Egan, & Moon, 2014).…”

The Open Innovation Model of Coaching Interaction in Organisations for Sustainable Performance within the Life Cycle

“…Although a considerable amount of literature on sustainable development already exists, non-financial factors of sustainable performance still remain an open issue. Coaching has recently gained considerable attention in the business world for its impact on sustainable competitive advantage [14]. There are different ways to deliver coaching in organizations, such as individual coaching, executive coaching, team coaching, etc.…”