Examining the relationships among managerial coaching, perceived organizational support, and job engagement in the US higher education context

Purpose The purpose of this study was to apply social exchange and organizational support theories to examine the relationship between mid-level strategic enrollment managers' perceptions of managerial coaching behaviors enacted by their senior managers and their own reported job engagement, as mediated by perceived organizational support (POS) within the US higher education context. Design/methodology/approach A quantitative survey-based half-longitudinal design, which used the latent marker variable technique, was conducted with a sponsoring professional organization in the strategic enrollment management (SEM) field in the USA. A total of 310 usable surveys were analyzed using structural equation modeling. Findings The results of this study indicate that SEM managers' job engagement and the perceived managerial coaching behaviors provided to them by their senior managers were positively correlated, and that POS fully mediated this relationship. These findings highlight how coaching behaviors may allow managers to elicit positive emotional responses and, by fostering enhanced POS, ultimately enhance job engagement among their team members. Originality/value This study addresses several calls for research on managerial coaching, job engagement and POS in an under-examined higher education context within the human resource development field.