코칭행동이 혁신행동에 미치는 영향: 긍정심리자본과 직무열의의 다중매개 효과

In the environment threatened by rapid changes in 4th industrial technology, global economic instability, and the acceleration of technological change, companies need to be changed and innovated to survive and secure competitiveness. In this environment, companies require creativity from the members of the organization, so the need for coaching behavior that can influence the expression of innovative behavior is emerging (Hyunjoo Park･Sangjin Oh, 2019). To this end, psychological motivation factors and the roles of a leader are becoming more important than anything else to allow the members of the organization to recognize the need for innovation voluntarily and perform their tasks innovatively. It is necessary to verify the mediating effect between coaching behavior and innovative behavior through the factors motivating the members psychologically. In recognizing this problem, this study attempted to find out the correlation between the leader’s coaching behavior and organizational members’ innovative behavior and to confirm the mediating effect of the variables of positive psychological capital and job engagement in the dimension of individuals’ intrinsic motivation. This study was conducted with a web-based online questionnaire system targeting 356 males and females who were serving in domestic companies over a two-month period from November to December, 2023, and total 318 valid questionnaires were extracted through a process of refining unfaithful answers for factor analysis. It was intended to explore the correlation between the leader’s coaching behavior and innovative behavior and identify and examine whether positive psychological capital and job engagement mediate the correlation. This study expands the existing literature to provide practical implications for corporate leaders that promote innovation by measuring coaching behavior. To summarize the results, first, the leader’s coaching behavior was verified to have positive effects on the employees’ innovative behavior, positive psychological capital, and job engagement. Second, the result that the leader’s coaching behavior had positive effects on the mediating effect of positive psychological capital among the employees’ innovative behaviors was verified. Third, it was found that the leader’s coaching behavior had positive effects on the mediating effect of the employees’ job engagement among innovative behaviors. Fourth, it was confirmed that the employees’ positive psychological capital had positive effects on job engagement and innovative behavior. Concerning coaching-related research, most of the academic exploration is conducted in the fields of learning and sports, so this study can be distinguished and has academic implications in that it deals with office workers who are relatively less surveyed. At the practical level, regarding the leader’s coaching behavior, this study provides crucial implications that the development of the leader’s coaching behavior is necessary for the innovative behavior of the employees seeking a sustainable competitive advantage of the company.