TY - JOUR
T1 - The impact of coaching orientation on subordinate performance
T2 - the moderating effects of implicit person theory and LMX
AU - Lin, Wen Jeng
AU - Lin, Chun Yu
AU - Chang, Yu Hsuan
N1 - Publisher Copyright:
© 2016 Australian Human Resources Institute
PY - 2017/1/1
Y1 - 2017/1/1
N2 - Manager-as-coach (MAC) has been critical for facilitating and enhancing subordinate learning and development. ‘Regulatory fit’ and ‘leader–member exchange’ (LMX) can be two key factors in the coaching relationship between coaches (supervisors) and coachees (subordinates). This study investigated the impact of different coaching orientations – promotion and prevention – on subordinate performance, and examined the moderating effects of coachees' implicit person beliefs and LMX. Four results were found. First, a promotion coaching orientation was positively related to subordinate performance, and it had a more positive effect on subordinate performance than a prevention coaching orientation. Second, subordinates with incremental beliefs relative to subordinates with entity beliefs experienced a better regulatory fit and demonstrated better performance following promotion-oriented coaching. Third, the subordinates in higher quality LMX relationships had better performance following a promotion coaching orientation. Fourth, LMX had a main effect on the subordinate performance following prevention-oriented coaching, which implies a compensatory effect between a high-quality LMX relationship and a prevention coaching orientation.
AB - Manager-as-coach (MAC) has been critical for facilitating and enhancing subordinate learning and development. ‘Regulatory fit’ and ‘leader–member exchange’ (LMX) can be two key factors in the coaching relationship between coaches (supervisors) and coachees (subordinates). This study investigated the impact of different coaching orientations – promotion and prevention – on subordinate performance, and examined the moderating effects of coachees' implicit person beliefs and LMX. Four results were found. First, a promotion coaching orientation was positively related to subordinate performance, and it had a more positive effect on subordinate performance than a prevention coaching orientation. Second, subordinates with incremental beliefs relative to subordinates with entity beliefs experienced a better regulatory fit and demonstrated better performance following promotion-oriented coaching. Third, the subordinates in higher quality LMX relationships had better performance following a promotion coaching orientation. Fourth, LMX had a main effect on the subordinate performance following prevention-oriented coaching, which implies a compensatory effect between a high-quality LMX relationship and a prevention coaching orientation.
KW - coaching orientation
KW - implicit person theory
KW - leader–member exchange
KW - regulatory fit
KW - regulatory focus
UR - http://www.scopus.com/inward/record.url?scp=84959190410&partnerID=8YFLogxK
U2 - 10.1111/1744-7941.12107
DO - 10.1111/1744-7941.12107
M3 - 期刊論文
AN - SCOPUS:84959190410
SN - 1038-4111
VL - 55
SP - 86
EP - 105
JO - Asia Pacific Journal of Human Resources
JF - Asia Pacific Journal of Human Resources
IS - 1
ER -