Managerial Coaching Efficacy, Work-Related Attitudes, and Performance in Public Organizations: A Comparative International Study

被引：43
作者：
Kim, Sewon [1 ]
Egan, Toby M. [2 ]
Moon, M. Jae [3 ]
机构：
[1] SUNY Empire State, Business Management & Econ Program, Saratoga Springs, NY USA
[2] Purdue Univ IUPUI, Indianapolis, IN USA
[3] Yonsei Univ, Seoul 120749, South Korea
来源：
REVIEW OF PUBLIC PERSONNEL ADMINISTRATION | 2014年 / 34卷 / 03期
关键词：
managerial coaching; management and leadership; organization and employee development; public organization; cross-culture; human resources; organization behavior and change; PATH-GOAL THEORY; ROLE AMBIGUITY; ROLE-CONFLICT; MULTIPLE IMPUTATION; JOB-SATISFACTION; CONTEXT CULTURE; MISSING DATA; SAMPLE-SIZE; LEADERSHIP; METAANALYSES;
D O I：
10.1177/0734371X13491120
中图分类号：
C93 [管理学]; D035 [国家行政管理]; D523 [行政管理]; D63 [国家行政管理];
学科分类号：
12 ; 1201 ; 1202 ; 120202 ; 1204 ; 120401 ;
摘要：
This study empirically tested a conceptual model of the relationships between managerial coaching behavior and employee attitudes as well as performance-related outcomes in public organizations in two different countries through the use of Structural Equation Modeling (SEM). Analyzing the data collected from United States (N = 534) and South Korean (N = 270) public employees, this study investigated how managerial coaching was mediated by role clarity that contributed to satisfaction with work and job performance. The current comparative study provides initial promise for generalizability of managerial coaching efficacy as well as evidence for potential culture difference in the effect of managerial coaching in the two countries.
引用
收藏
页码：237 / 262
页数：26
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