The study of the relationship between managerial coaching skill and employee job involvement – the mediating effect of employee emotional intelligence.

• Main Authors: Chih-Hao Wang, 王郅皓
• Other Authors: Min-hsun Kuo
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/12562760801538933975

碩士 === 國立中央大學 === 人力資源管理研究所碩士在職專班 === 99 === Abstract Some of the major companies have made coaching a core part of executive development. (Michelman, 2005). In order to increase organizational performance, improve organizational change, teamwork, and succession planning, the applications of managerial coaching skill in enterprises have become increasingly popular. The purpose of this study is to explore the relationship of employee perception to managerial coaching skill, employee emotional intelligence and employee job involvement by Park, Yang, & McLean (2008a) of the five dimensions of managerial coaching skill: open communication, team approach, value people, accept ambiguity, and facilitate development. In addition, we also examined the mediated effect of employee emotional intelligence on the relation of employee perception to managerial coaching skill and employee job involvement. This study collected empirical data from employees who have the direct supervisor. A total of 769 completed questionnaires were returned from December 2010 to January 2011. Results of statistical analyses provided four important conclusions as follows： 1. The managerial coaching skill had positive effects on emotional intelligence. The more managerial coaching skill that employees perceived, the higher degree of emotional intelligence he/she improved. 2. The managerial coaching skill had positive effects on job involvement. The more managerial coaching skill that employees perceived, the higher degree of job involvement he/she achieved. 3. The emotional intelligence had positive effects on job involvement. The higher emotional intelligence that employees perceived, the higher degree of job involvement he/she achieved. 4. Emotional intelligence as an intervening variable, partially mediates the relationship between managerial coaching skill and employees job involvement. The study provided some suggestions and recommendations. We suggest the enterprises should establish managerial coaching system in the organization to provide coaching function, and then help their employee to have higher emotional intelligence and more job involvement. Also, researchers may investigate the relationships among industries or job functions that are similar, and conduct the dyad questionnaires from the supervisor and his/her employees in the future. Key words: Managerial Coaching Skill, Emotional Intelligence, Job Involvement