Managerial coaching and employees’ innovative work behaviour : The mediating effect of work engagement

In recent years, managerial coaching, work engagement and innovations have gained increased attention among different scholars and practitioners. However, the empirical evidence on their relationships have been scarce. The aim of this thesis was to develop greater understanding of the effect of managerial coaching on innovative work behaviour and to explore whether work engagement mediates that relationship. In addition, the factorial validity and reliability of the selected measurement scales were explored in response to calls for more accurate and appropriate measures. A conceptual model guided by previous literature and JD-R theory was tested by a combination of quantitative research methods such as correlations and hierarchical regression analyses. The sample included total of 4004 managers and their subordinates in the Finnish SME sector. After removing all the missing data from the original sample, the usable response rate was 38%. Out of all the repondents 69% were males and 84% subordinates. The results confirmed the hypothesised research model and revealed that managerial coaching cultivates innovative work behaviour among employees. Moreover, work engagement was found to partially mediate the relationship. The findings imply that managers who exhibit in coaching leadership style behaviours may play an active role in creating an engaging work environment and consequently encourage employees’ innovative work behaviour. Implications, limitations and suggestions for further studies will be discussed