상사의 코칭행위가 구성원들의 자기 효능감과 직무 의미성을 통해 직무열의에 미치는 영향: 신뢰의 조절효과

This study examined the effect of leaders’ coaching behaviors on employees’ job engagement. Specifically, we explored the mediating effects of self-efficacy and job meaningfulness on the relationship of coaching behaviors and job engagement. We expected the higher level of employees’ perception on their capability and importance of their work as leaders executed coaching behaviors which enabled the employees to engage in their job. Moreover, we expected the moderating effect of trust in leaders on the relationships of coaching behaviors and self-efficacy and job meaningfulness. As predicted, the results showed that coaching behaviors was positively related to job engagement. Most importantly, self-efficacy and job meaningfulness fully mediated the relationship of coaching behaviors and job engagement. Also, trust in leaders had moderating effects on the relationships of coaching behaviors and self-efficacy and job meaningfulness. Consequently, leaders’ coaching behaviors can have positive impacts on individual and organizational outcomes and employees’ higher perception of trust in leaders can amplify the effect of coaching behaviors significantly. We discuss a number of theoretical and practical implications regarding the findings in details.