Relationship of Coaching Behavior to Behavioral Change--- Dialectical Thinking as a Moderator and Experiential Change as a Mediator

• Main Authors: Wei-hsuan Yu, 游偉萱
• Other Authors: Christine Kuo
• Format: Others
• Language: en_US
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/87164046534472282118

碩士 === 國立中央大學 === 人力資源管理研究所 === 102 === In the 21st century, organizations face the threat of brutal competition. Coaching will be an essential part of organizational learning involves all the individuals in the organization. The concept of supervisory coaching behavior is adopted to develop subordinates and improve behavioral change of subordinates. Several studies have suggested the benefit of coach’s dialectical thinking in coaching, yet little literature has been published on cochee’s dialectical thinking in coaching. This study aims to examine the relationship between supervisory coaching behavior and behavioral change of subordinates with the moderating effect of dialectical thinking of subordinates and the mediating effect of experiential change of subordinates based on transtheoretical model and theory of capability in hi-tech industry in north Taiwan. A total of 373 valued samples reveal that (1) supervisory coaching behavior is significantly positively related to behavioral change of subordinates, (2) supervisory coaching behavior is significantly positively related to experiential change of subordinates, (3) experiential change of subordinates is significantly positively related to experiential change of subordinates, (4) experiential change partial mediates the relationship between coaching behavior and behavioral change, (5) dialectical thinking of subordinates positively moderates the relationship between supervisory coaching behavior and behavioral change of subordinates.