상사의 코칭 행동이 구성원의 LMX와 심리적 임파워먼트를 통해 직무열의에 미치는 영향 : 문제해결지향 코칭의 조절된 매개효과

초록

In today’s workplace, as members with a high level of job engagement show desirable behaviors and are found to contribute to performance, organizations are interested in how to engage their members. Although prior researches that studied antecedents of a member’s job engagement highlighted the role of a supervisor, specific supervisor’s behaviors that could increase job engagement of members were not been addressed considerably. In response, the supervisor’s coaching, enhancing the members’ ability to perform their jobs, has recently been proposed as a behavior that could increase the job engagement of members. Based on these previous researches, this study purposes to reveal the process how the supervisor’s coaching behavior contributes to member’s job engagement. Specifically divided into relational and member’s personal aspect, we address the process of increasing job engagement through LMX and psychological empowerment respectively. In addition, to clearly understand the process, we treat the purpose of coaching. Problem-solving oriented coaching, which is a coaching behavior aimed at solving actual problems of members, is considered as a moderator in this mechanism. In order to examine our hypotheses, this study collected data on 170 employees working at various industries in South Korea organizations. The analysis was conducted with hierarchical procedures and the mediation effect and moderated mediation effect were examined based on the results. The results showed that the supervisor’s coaching behavior has significant positive effect on the member’s job engagement through LMX and psychological empowerment respectively. Moreover, when coaching was an behavior oriented to solving problems’ of members, the relationship between job engagement and coaching behavior did not significantly moderated, but strengthen the positive effect of coaching behavior on psychological empowerment. The moderated mediation effect by the purpose-solving oriented coaching was also not shown in mediating effect through LMX, but the mediating effect of coaching behavior through psychological empowerment on job engagement was verified to be significantly strengthen. The implications of this study are as follows. First, this study contributes to the coaching field by illuminating the process in which coaching behavior affects members. in particular, this study revealed how coaching behaviors causes positive job-related behavior of members in relation both relational and personal aspects through LMX and psychological empowerment. Second, this study validates the moderating effect of coaching behavior’s purpose and highlights that consideration of coaching’s purpose is necessary to enhance understanding of coaching behavior. It has been shown that the effects of coaching are strengthen, when actual behaviors and it’s purposes are aligned. Therefore, our results suggest considering the purpose of behavior to clarify its effect in the leadership field where specific behaviors are emphasized recently. Finally, this study reveals the effects of supervisor’s coaching behavior on a member’s job engagement and links the coaching field with that of job engagement.

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