Managerial Coaching Efficacy, Work-Related Attitudes, and Performance in Public Organizations: A Comparative International Study

Sewon Kim; Toby M. Egan; M. Jae Moon

doi:10.1177/0734371X13491120

Managerial Coaching Efficacy, Work-Related Attitudes, and Performance in Public Organizations: A Comparative International Study

Sewon Kim, Toby M. Egan, M. Jae Moon

Department of Public Administration

Research output: Contribution to journal › Article › peer-review

32 Citations (Scopus)

Abstract

This study empirically tested a conceptual model of the relationships between managerial coaching behavior and employee attitudes as well as performance-related outcomes in public organizations in two different countries through the use of Structural Equation Modeling (SEM). Analyzing the data collected from United States (N = 534) and South Korean (N = 270) public employees, this study investigated how managerial coaching was mediated by role clarity that contributed to satisfaction with work and job performance. The current comparative study provides initial promise for generalizability of managerial coaching efficacy as well as evidence for potential culture difference in the effect of managerial coaching in the two countries.

Original language	English
Pages (from-to)	237-262
Number of pages	26
Journal	Review of Public Personnel Administration
Volume	34
Issue number	3
DOIs	https://doi.org/10.1177/0734371X13491120
Publication status	Published - 2014 Sep

All Science Journal Classification (ASJC) codes

Public Administration
Organizational Behavior and Human Resource Management

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Managerial Coaching Efficacy, Work-Related Attitudes, and Performance in Public Organizations: A Comparative International Study

Abstract

All Science Journal Classification (ASJC) codes

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