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

Abstract

Taking a self‐categorisation perspective, we predict that managerial coaching affects subordinates' workplace well‐being through perceived insider status and that Chinese traditionality moderates this indirect effect. To test these hypotheses, we designed a three‐stage research method to collect data from 276 subordinates in a large state‐owned enterprise located in Shanghai, China. Results indicated that (a) managerial coaching was positively related to subordinates' workplace well‐being; (b) perceived insider status mediated the linkage between managerial coaching and subordinates' workplace well‐being; and (c) Chinese traditionality moderated the indirect relationship between managerial coaching and subordinates' workplace well‐being via perceived insider status, such that the indirect effect was stronger for subordinates with low rather than high Chinese traditionality. This study sheds new light on the intervening process (i.e., perceived insider status) that explains how managerial coaching influences subordinates' workplace well‐being. The findings also extend the current literature by adding a substantive moderator (i.e., Chinese traditionality) to explain when and why subordinates increase their well‐being when faced with managerial coaching.

HPWS and knowledge sharing behavior: The role of psychological empowerment and organizational identification in public sector banks

“…Moreover, employees with low organizational identification were motivated to pursue self-interest needs rather than the collective good. Social identification plays a significant role in group engagement by shaping cooperative workplace attitudes and behaviors (Zhao & Liu, 2020). Hence, it is proposed that H3 OI moderates the relationship between HPWS and PE, such that the positive relationship between HPWS and PE is stronger for employees who have high OI than those having low OI.…”

“…Van Dick, Van Knippenberg, Kerschreiter, Hertel, and Wieseke (2008) examined the stronger impact of OI as a conditional variable on positive workplace outcomes. OI has been found to have an indirect influence on employees' behavior in the context of knowledge sharing (Zhao & Liu, 2020).…”

“…Limited studies are being carried out to explore the link between HPWS and KSB in the banking sector of developing countries like Pakistan (Haq & Anwar, 2016;Rana & Javed, 2017). This study provides insights into the call for research into examining organization related contextual variables as moderators between HPWS and outcomes (Liu et al, 2020, Zhao, Liu, Li, Yu, 2020. It also examines the processes in the work context, as suggested by (Agarwal & Farndale, 2017) that are manifested in behaviors of individuals.…”

Enhancing nurses well-being through managerial coaching: a mediating model

“…However, limited studies have investigated the subordinates' workplace well-being (henceforth, WWB) as a potential outcome of MC (Zhao and Liu, 2020). Managerial coaching has emerged as an essential practice to increase the employees' positive evaluation of several dimensions of one's work or WWB (Zhao and Liu, 2020). To this backdrop, the first objective of this research is to explore the direct association between MC and employees’ WWB.…”

Cross-Level Influence of Empowering Leadership on Constructive Deviance: The Different Roles of Organization-Based Self-Esteem and Traditionality

“…Traditionality can not only negatively moderate the relationship between OBSE and constructive deviance, but also the mediating effect of OBSE in the Chinese cultural context. Employees with high traditionality tend to believe that they have limited work resources, so they are only willing to conform to the role duties and obligations expected by the society, and resist change (Zhao and Liu, 2020). Therefore, they can't be motivated to implement constructive deviance by the improvement of OBSE, that is, high traditionality weakens the mediating effect of OBSE.…”