高管的管理教練行為及攻擊型幽默對其下屬經理敬業度的影響及其機制研究

Abstract

With the rapid transformations in the organizational environment in recent years, the enterprise internal management mode has undergone a significant change: commanding leadership has been gradually substituted by coaching leadership, and the academic circle is paying more attention to managerial coaching. Through the lens of the Self Determination Theory (SDT), this paper analyzes the psychological mechanism of how executive managerial coaching behavior influences managers' engagement and impacts the satisfaction of the trainees’ inner needs. According to the SDT, the effects of Executive managerial coaching behavior on employee engagement are primarily correlated to the satisfaction of three basic psychological needs: Autonomy, Competence and Relatedness. Managerial coaching can help to foster employees’ intrinsic motivation by satisfying all three needs and leveraging the Person – Job Fit (P – J Fit) and Person – Organization Fit (P – O Fit). The result, ultimately, is improved employee engagement levels.
The analysis below reflects the results of a study conducted on 66 executive groups which include 310 executive - subordinator pairs:
(1) Managerial coaching behavior has a significant positive impact on employee engagement.
(2) People - Job Fit and People - Organization Fit serve as an intermediary between the executive managerial coaching behavior and employee engagement within the psychological mechanism.
(3) The Aggressive Humor negatively moderates the relationship between managerial coaching behavior and P – J Fit and P – O Fit.
The significance of this study:
(1) Based on the Self Determination Theory (SDT), this study adopts both theoretical derivation and empirical analysis to explore the psychological mechanism of how managerial coaching behavior influences managers' engagement. It enriches the existing research on managerial coaching behavior with a new theoretical perspective and it offers a model of management coaching behavior for Chinese enterprises. The study also reveals the importance of managerial coaching behavior in fostering employees' intrinsic motivation and it provides a useful theoretical reference for further studies of managerial coaching as a variable.
(2) It explores the effects of managerial coaching behavior, drawing the attention of Chinese enterprises. The intention of this study was to improve senior executives’ understanding of managerial coaching behavior and to provide them with a framework through which they can implement managerial coaching as an instrument to improve employee engagement within an organization.
(3) This study recognizes the weakening effect of aggressive humor on the relationship between managerial coaching and employee engagement, based on statistical results that show aggressive humor negatively moderates the relationship between managerial coaching and P – J Fit and P – O Fit.
(4) It helps senior executives to more effectively foster managers’ intrinsic motivation through managerial coaching, which can lead managers to self-learning, self-development and self-motivation. Through the empirical research, the study examines the current situation of managerial coaching among Chinese enterprises and reveals the unique role that managerial coaching plays in satisfying three basic psychological needs: Autonomy, Competence and Relatedness. It can help improve the execution of managerial coaching behavior and the development of coaching skills and, eventually, improve managers’ engagement.

Date of Award	14 Jul 2016
Original language	Chinese (Traditional)
Awarding Institution	City University of Hong Kong
Supervisor	Ziguang CHEN (Supervisor)