Linking Managerial Coaching with Employees’ Innovative Work Behaviors through Affective Supervisory Commitment: Evidence from Pakistan

Muhammad Ali, Basharat Raza, Wasif Ali, Nazish Imtaiz


Organizations in the era of globalization are promoting managerial coaching (MC) as human resource development practice to improve employees' outcomes in the workplace. The existing literature on manager coaching lacks the empirical studies showing the linking MC with attitudes and behaviors of employees. To fill the gap mentioned above, this study explores the direct linkage between the MC and innovative work behaviors (IWBs) of employees as well as an indirect relationship through the intervening role of affective supervisory commitment (ASC). The 250 surveys were sent to employees working in the software industry of Pakistan, and 207 questionnaires were received back from the respondents, and the response rate was approximately 83%. The findings showed that managerial coaching had a positive influence on innovative work behaviors among employees. Results also showed that ASC mediated the link between MC and IWBs. Affective supervisory commitment as a mediator has not been tested yet between the linkage of MC with IWBs. The implications of the study and limitations are also discussed.

Keywords: Affective supervisory commitment, innovative work behaviors, managerial coaching

JEL Classifications: M12, M53


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