Enhancing competency development through managerial coaching: self-efficacy as the driving mechanism

While previous studies have examined managerial coaching in isolation, this research uniquely demonstrates the indirect relationship between managerial coaching and competency development mediated by self-efficacy. Focusing on an education-based agency in Malaysia, this study provides valuable insights into how leaders' regular coaching practices can enhance employee confidence and performance. The research investigates the relationship between managerial coaching and competency development through self-efficacy. The study employs a quantitative research design to test the proposed hypotheses. Data were collected from 132 employees at an education-based agency in Malaysia using a self-administered questionnaire. This study applies Partial Least Squares Structural Equation Modelling (PLS-SEM) to assess measurement and structural models. The findings support an indirect relationship between managerial coaching and employee competency development through self-efficacy. Furthermore, the findings confirm the mediation role of self-efficacy in the relationship between managerial coaching and competency development in the proposed model. The results indicate that leaders' regular coaching practices during daily work operations can enhance self-efficacy in employees. Consequently, this increased confidence encourages improved employee competency development in the organisation. This research provides practitioners with valuable insights into the complexity of self-efficacy in the context of managerial coaching, which can inform strategy and action plans for improving leadership coaching skills and achieving organisational goals in the era of globalisation.