| Summary: | 碩士 === 國立中央大學 === 人力資源管理研究所 === 100 === Managerial coaching has drawn considerable attention both in theory-based research and in performance-driven organization since the past decade. As a strategy of organization development, the concept of manager as coach is adopted to develop employees and improve performance. Accordingly, trust is considered as the crucial element in the process of managerial coaching, yet there is little empirical research investigating the impact of trust in the coaching relationship.
This study aims to examine the linkage between managerial coaching skills and employees’ job performance including in-role performance, organizational citizenship behavior individual (OCBI), and organizational citizenship behavior organization (OCBO), with the moderating effect of manager’s trustworthiness perceived by employees based on social exchange theory in the industry of life insurance.
The findings based on 280 dyad surveys reveal (1) managerial coaching skills are positively related to employees’ OCBI and OCBO, (2) the positive moderating effect of trustworthiness exists in the relationship between managerial coaching skills and OCBI or OCBO in the industrial context, (3) the positive moderating effect of trustworthiness appears in the relationship between leading development and OCBI, (4) trustworthiness negatively moderates the relationship between encouraging diversity and OCBI, and (5) trustworthiness positively moderates the relationship between facilitating mutual understanding and OCBO. Implications suggest enabling trust in coaching relationship is critical to subordinate’s performance, and managerial coaching effectively contributes to employees’ extra-role behaviors in the industry of life insurance.
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