Leading future orientations for current effectiveness: The role of engagement and supervisor coaching in linking future work self salience to job performance

Lin, Weipeng; Wang, Lei; Bamberger, Peter; Qi, Zhang; Wang, Haifeng; Guo, Wencai; Shi, Jing; Zhang, Tao

doi:10.1016/j.jvb.2015.12.002

Cited by 67 publications

(63 citation statements)

References 39 publications

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“…Thus, the present study represents a step forward with respect to previous research in analyzing and confirming the effect of leaders developing a coaching-based leadership style on their levels of PsyCap after participating in a training intervention. Moreover, our findings for the impact of the intervention on work engagement are in line with previous research that found a positive link between this variable and the leader's coaching (Lin et al, 2016;Taplin, 2017, 2018;Ali et al, 2018;Lee et al, 2018;Tanskanen et al, 2019). Despite the increasing number of studies exploring this link, work engagement has mostly been evaluated in non-experimental cross-sectional studies and as an employee-related outcome.…”

Section: Post-intervention Effectssupporting

confidence: 90%

“…For instance, Taplin (2017, 2018) found a significant positive relationship between these constructs. Further studies demonstrated a mediating role of work engagement in the relationship between the leader's coaching and performance-related outcomes (Lin et al, 2016;Ali et al, 2018;Lee et al, 2018;Tanskanen et al, 2019). Despite interesting findings, all these studies are crosssectional, and work engagement is evaluated as an employeerelated outcome.…”

Section: Coaching-based Leadership and Work Engagementmentioning

confidence: 99%

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Coaching-Based Leadership Intervention Program: A Controlled Trial Study

2020

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In spite of the potential benefits that coaching-based leadership interventions can bring to organizations, basic questions remain about their impact on developing coaching skills and increasing psychological capital (PsyCap), work engagement and in-and extra-role performance. In a controlled trial study, 41 executives and middle managers (25 in the experimental group and 16 in the waiting-list control group) from an automotive sector company in Spain received pre-assessment feedback, a coaching-based leadership group workshop, and three individual executive coaching sessions over a period of 3 months. The intervention program used a strengths-based approach and the RE-GROW model, and it was conducted by executive coaching psychologists external to the organization. Participants (N = 41) and their supervisors (N = 41) and employees (N = 180) took part in a pre-post-follow up 360-degree assessment during the research period. Quantitative data were analyzed using Analyses of Variance (ANOVA) with a 2 × 2 design, paired-samples t-tests, and univariate analyses between groups. Results indicated that the intervention program was successful in increasing the participants' coaching-based leadership skills, PsyCap, work engagement, and in-and extrarole performance. Qualitative measures were also applied, and results from individual responses provided additional support for the study hypotheses. Regarding practical implications, the results suggest that the Coaching-based Leadership Intervention Program can be valuable as an applied positive intervention to help leaders develop coaching skills and enhance well-being and optimal functioning in organizations.

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Section: Post-intervention Effectssupporting

confidence: 90%

Section: Coaching-based Leadership and Work Engagementmentioning

confidence: 99%

Coaching-Based Leadership Intervention Program: A Controlled Trial Study

2020

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“…Table 2 illustrates the result of the ordering and categorization of the analyzed papers. Findikli, 2015;Freeney and Fellenz, 2013;Kataria et al, 2013;Mäkikangas et al, 2016;Menguc and Auh, 2013;Salanova and Agut, 2005;Steffens and Haslam, 2014;Tims and Bakker, 2013 1 study: Farndale et al, 2014 Outcome performance 4 studies: Gorgievski and Moriano, 2014;Lazauskaite-Zabielske et al, 2018;Lin et al, 2016;Shantz et al, 2016 4 studies: Coco and Jamison, 2011;Badal and Harter, 2014;Suhartanto and Brien, 2018;Xanthopoulou et al, 2009 3 studies: Benn et al, 2015;Dijkhuizen et al, 2016;Gorgievski and Moriano, 2014 Source: own elaboration.…”

Section: Results Of the Literature Reviewmentioning

confidence: 99%

“…Rather than a momentary and specific state, engagement refers to a more persistent and pervasive affective-cognitive state that is not focused on any particular object, event, individual, or behaviour". Schaufeli et al [2002] 54 studies: Akhtar et al, 2016;Alessandri et al, 2018;Ali et al, 2018;Bakker and Bal, 2010;Bakker et al, 2012;Bal and De Lange, 2015;Barnes and Collier, 2013;Castanheira, 2016;Cesário and Chambel, 2017;Chong and Lee, 2017;Chughtai and Buckley, 2011;Dijkhuizen et al, 2016;Eldor and Harpaz, 2016;Eldor, 2017;Farndale et al, 2014;Findikli, 2015;Fletcher, 2016;Freeney and Fellenz, 2013;Gordon and Demerouti, 2015;Gorgievski and Moriano, 2014;Gutermann et al, 2017;Halbesleben and Wheeler, 2008;Kapil and Rastogi, 2017;Karatepe, 2011;Karatepe and Olugbade, 2016;Kašpárková et al, 2018;Kataria et al, 2013;Kovjanic and Schuh, 2013;Lathabhavan et al, 2017;Lazauskaite-Zabielske et al, 2018;Lin et al, 2016;Lorente and Salanova, 2014;Maden, 2015;Mäkikangas et al, 2016;Menguc and Auh, 2013;Nazir e...…”

Section: Term and Definition Author(s) Of The Definitionmentioning

confidence: 99%

Employee engagement and performance: a systematic literature review

Motyka

2018

International Journal of Management and Economics

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Scholars and practitioners indicate that low level of employee engagement at work is currently one of the most alarming global economic problems. The potential consequence of this phenomenon is declining work performance. Therefore, it becomes important to understand the concept of work engagement, its meaning for employees, and implications for employers. The article is a systematic review of the body of literature, presenting the results of research on the association between employee engagement and various performance categories. The paper's objective is to summarize prior studies based on their ordering and categorization, identify gaps in the current knowledge, and propose an agenda for future research. The article presents these findings in a synthetic manner, offering practical and academic implications arising therefrom. Results of the review indicate that, in the case of most peerreviewed publications, a statistically significant relation between employee engagement and numerous categories and subcategories of performance was confirmed.

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“…It involves counselling to improve leadership effectiveness by addressing issues encountered in the organisation (Ladegard & Gjerde, 2014). Lin, Wang, Bamberger, Zhang, Wang, Guo, Shi and Zhang (2016) argue that high levels of coaching benefit employees by providing more significant understanding of how to set career objectives, frame career objectives and fulfil these objectives. The South African study by Johnson and Mathur-Helm (2011) suggests mentoring, coaching and job shadowing, and proposes women advancement programmes for senior women to support other women.…”

Section: Talent Management Interventionsmentioning

confidence: 99%

Sponsorship and social identity in advancement of women leaders in South Africa

Scheepers

Douman

Moodley

2018

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Purpose: In South Africa women in senior management positions experience social identity dilemmas, necessitating more research into this domain. While research has been conducted into coaching and mentoring of these women, limited scholarly attention has been paid to sponsorship. This paper thus explored the social identity of women at senior management levels as well as sponsorship as a proposed mechanism to develop talented women.Design/methodology/ approach: This qualitative research included two studies using two sample groups, both of which included executive level respondents in corporate organisations.One study focussed on sponsorship; here the 29-strong sample included 14 male and 15 female executives, of whom 15 were White; nine were African and five Indian. The second study, consisting of only African, Coloured and Indian (ACI) women executives (23 interviewees), focussed more broadly on their development path to the C-suite. Findings:A common theme across the two studies was the inclination to give developmental support, in turn, once supported. There were prerequisites in this support-giving, however. For example, 2 sponsors identified criteria that protégés had to meet. Despite evident gender inequality at senior management levels in South Africa, this paper reveals that in the Study 1 sample, gender as well as race were ostensibly irrelevant when choosing a sponsor or who to sponsor. A closer examination revealed a gender-based expectation, embedded in the South African context. Study 2 showed that ACI women above 50 years of age were more inclined to mentor others; even when they themselves were not mentored, some purposefully developed other ACI women. This paper thus suggests age as an important additional diversity dimension in relation to the career development of ACI women towards the C-suite. The findings have implications for the career development of individual ACI women and for organisations in reaching equality. Gender differences with regards to perceptions also revealed that male respondents perceived sponsorship more as task-based actions, whereas female respondents focussed on relational elements. The paper concludes with recommendations on how individual ACI women and organisations can proactively develop talented women.Originality/ value: The paper offers insight into the gendered expectations of sponsors and gendered perceptions around merit in identifying protégés worthy of sponsorship. ACI women's social identity changed when they joined the C-suite to identify more with their roles as executives, and became less associated with their original ACI women group.

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Leading future orientations for current effectiveness: The role of engagement and supervisor coaching in linking future work self salience to job performance

Cited by 67 publications

References 39 publications

Coaching-Based Leadership Intervention Program: A Controlled Trial Study

Coaching-Based Leadership Intervention Program: A Controlled Trial Study

Employee engagement and performance: a systematic literature review

Sponsorship and social identity in advancement of women leaders in South Africa

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