TITLE:
The Impact of Coaching Leadership on In-Role Performance of Employees—Based on the Perspective of Social Information Processing Theory
AUTHORS:
Sishi Huang
KEYWORDS:
Coaching Leadership, In-Role Performance, Role Ambiguity, Social Astuteness
JOURNAL NAME:
Open Journal of Social Sciences,
Vol.7 No.12,
December
13,
2019
ABSTRACT: As a
new way of leadership, coaching leadership behavior is receiving more and more
attention from experts and scholars. Although studies have shown that coaching
leadership behavior significantly improves employee performance, there are few
studies on how coaching leadership behavior affects and under what
circumstances it can affect the in-role performance of employees. Based on the
social information-processing theory, this paper discusses the impact of
coaching leadership behavior on the in-role performance of employees and its
internal mechanism—the mediating role of role ambiguity and the social
alertness. Through the investigation and analysis of 224 employees, the
coaching leadership behavior has a significant positive impact on the in-role performance of employees; the employee
role ambiguity has played a partial intermediary role in this process;
In addition, the social astuteness of employees is positively moderating the
relationship between coaching leadership behavior and employee role ambiguity, the
higher employee’s social astuteness, the stronger the weakening effect of
coaching leadership behavior on employee role ambiguity, and the mediating
effect of role ambiguity on role performance is enhanced.