A Study on the Relationship among Coaching Leadership Job Autonomy and Job Commitment

AUTHORS

Ju-young Park,Dongguk University, Korea
Kuk-hoan Wee,Sungduk University, Korea

ABSTRACT

This study is to empirically investigates the effect of coaching leadership in the education section. This study is to construct the sub-dimensions (direction, development, accountability) of coaching leadership, job autonomy, and job commitment. To achieve the research purpose, we conducted a questionnaire survey of 230 working members of the school in Gyeongnam province and Pusan in Korea, and collected 223 cases, and verified the hypotheses through SPSS and AMOS analysis with final data of 205. As a result, coaching leadership that constructs sub-dimensions of direction, development, and accountability influence job autonomy and job commitment, respectively. Besides, job autonomy significantly influences job commitment. These results suggested that coaching is a new and effective leadership style that influences members of the school’s attitude or organization effectiveness. Therefore, it is meant to provide an implication that coaching leadership should be exercised to raise the job autonomy and commitment of employees.

 

KEYWORDS

Coaching leadership, Job autonomy, Job commitment

REFERENCES

[1] S, -J. Kim, “The relationship between coaching leadership and organizational effectiveness - focusing on mediating effects of individuality, relatedness and job autonomy,” M.S. thesis, Korea University of Technology and Education, (2015)
[2] D. H. Hitt and P. D. Tucker, “Systematic review of key leader practices found to influence student achievement: A unified framework,” Review of Educational Research vol.86, no.2, pp.531-569, (2016) DOI: 10.3102/0034654315614911(CrossRef)(Google Scholar)
[3] T. Stowell, “Null antecedents and proper government,” In Proceedings of NELS,” vol.16, pp.476-493
[4] Z. Gerbarg, “Physician leaders of medical groups face increasing challenges,” The Journal of Ambulatory Care Management, vol.25, no.4, pp.1-6, (2002) DOI: 10.1097/00004479-200210000-00003(CrossRef)(Google Scholar)
[5] D. E. Gray, “Executive coaching: Towards a dynamic alliance of psychotherapy and transformative learning processes,” Management Learning, vol.37, no.4, pp.475-497, (2006) DOI: 10.1177/1350507606070221(CrossRef)(Google Scholar)
[6] S. Henochowicz and D. Hetherington, “Leadership coaching in health care,” Leadership and Organization Development Journal, vol.27, no.3, pp.183-189, (2006) DOI: 10.1108/01437730610657703(CrossRef)(Google Scholar)
[7] L. A. Boyce, R. J. Jackson, and L. J. Neal, “Building successful leadership coaching relationships: Examining the impact of matching criteria in a leadership coaching program,” Journal of Management Development, vol.29, no.10, pp.914-931, (2010) DOI: 10.1108/02621711011084231(CrossRef)(Google Scholar)
[8] G. P. Latham, J. Almost, S. Mann, and C. Moore, “New developments in performance management,” Organizational Dynamics, vol.34, no.1, pp.77-87, (2005) DOI: 10.1016/j.orgdyn.2004.11.001(CrossRef)(Google Scholar)
[9] S. -J. Kim, “The relationship between coaching leadership and organizational effectiveness, focusing on mediating effects of individuality, relatedness, and job autonomy,” Ph.D. Dissertation, Korea University of Technology and Education, (2015)
[10] A. D. Ellinger, A. E. Ellinger, and S. B. Keller, “Supervisory coaching behavior, employee satisfaction, and warehouse employee performance: A dyadic perspective in the distribution industry,” Human resource development quarterly, vol.14, no.4, pp.435-458, (2003) DOI: 10.1002/hrdq.1078(CrossRef)(Google Scholar)
[11] K. H. Lee and Y. J. Lee, “Effects of coaching leadership and moderating effects of trust in leader and followership on job satisfaction among dental hygienists,” The Korean Journal of Health Service Management, vol.10, no.1, pp.79-91, (2016)
[12] S. -H. Park, “An examination of the impact of managerial coaching behaviors on employees, learning, organizational commitment, and turnover intentions,” Journal of Vocational Education and Training, vol.13, no.3, pp.75-99, (2010)
[13] E. de Haan, A. Duckworth, D. Birch, and C. Jones, “Executive coaching outcome research: The contribution of common factors such as relationship, personality match, and self-efficacy,” Consulting Psychology Journal: Practice and Research, vol.65, no.1, pp.40, (2013) DOI: 10.1037/a0031635(CrossRef)(Google Scholar)
[14] K. C. Kwon and H. S. Yang, “Structural relationships between the variables of coaching leadership, job characteristics and organizational effectiveness in convergence environment.” Journal of Digital Convergence, vol.14, no.5, pp.247-262, (2016)
[15] D. P. Moynihan and S. K. Pandey, “Finding workable levers over work motivation: Comparing job satisfaction, job involvement, and organizational commitment,” Administration and Society, vol.39, no.7, pp.803-832, (2007) DOI: 10.1177/0095399707305546(CrossRef)(Google Scholar)
[16] J. R. Hackman and G. R. Oldham, “Development of the job diagnostic survey,” Journal of Applied psychology, vol.60, no.2, pp.159
[17] R. A. Karasek Jr., “Job demands, job decision latitude, and mental strain: Implications for job redesign,” Administrative science quarterly, pp.285-308
[18] N. W. Van Yperen and M. Hagedoorn, “Do high job demands increase intrinsic motivation or fatigue or both? The role of job control and job social support,” Academy of Management Journal, vol.46, no.3, pp.339-348, (2003) DOI: 10.5465/30040627(CrossRef)(Google Scholar)
[19] R. W. Rice, M. A. Bonacci, and B. B. Bunker, “Involvement with the prior job, social support, and the perceived quality of life among the unemployed,” State University of New York at Buffalo Dept of Psychology
[20] J. E. Mathieu and J. L. Farr, “Further evidence for the discriminant validity of measures of organizational commitment, job involvement, and job satisfaction,” Journal of Applied Psychology, vol.76, no.1, pp.127
[21] F. P. Morgeson and S. E. Humphrey, “The work design questionnaire (WDQ): Developing and validating a comprehensive measure for assessing job design and the nature of work,” Journal of applied psychology, vol.91, no.6, pp.13-21, (2006) DOI: 10.1037/0021-9010.91.6.1321(CrossRef)(Google Scholar)
[22] A. Hermawati and N. Mas, “Mediation effect of quality of work-life, job involvement, and organizational citizenship behavior in the relationship between transglobal leadership to employee performance,” International Journal of Law and Management, vol.59, no.6, pp.1143-1158, (2017) DOI: 10.1108/IJLMA-08-2016-0070(CrossRef)(Google Scholar)
[23] K. R. Murphy and C. O. Davidshofer, “Psychological testing,” Principles and Applications, Englewood Cliffs
[24] J. C. Nunnally and I. H. Bernstein, “Psychometric theory (3rd ed.),” New York: McGraw-Hill
[25] C. Fornell and D. F. Larcker, “Structural equation models with unobservable variables and measurement error: Algebra and statistics,” SAGE Publications Sage CA: Los Angeles, CA

CITATION

  • APA:
    Park,J.& Wee,K.(2020). A Study on the Relationship among Coaching Leadership Job Autonomy and Job Commitment. Asia-Pacific Journal of Educational Management Research, 5(1), 37-44. 10.21742/AJEMR.2020.5.1.04
  • Harvard:
    Park,J., Wee,K.(2020). "A Study on the Relationship among Coaching Leadership Job Autonomy and Job Commitment". Asia-Pacific Journal of Educational Management Research, 5(1), pp.37-44. doi:10.21742/AJEMR.2020.5.1.04
  • IEEE:
    [1] J.Park, K.Wee, "A Study on the Relationship among Coaching Leadership Job Autonomy and Job Commitment". Asia-Pacific Journal of Educational Management Research, vol.5, no.1, pp.37-44, Apr. 2020
  • MLA:
    Park Ju-young and Wee Kuk-hoan. "A Study on the Relationship among Coaching Leadership Job Autonomy and Job Commitment". Asia-Pacific Journal of Educational Management Research, vol.5, no.1, Apr. 2020, pp.37-44, doi:10.21742/AJEMR.2020.5.1.04

ISSUE INFO

  • Volume 5, No. 1, 2020
  • ISSN(p):2207-5380
  • ISSN(e):2207-290X
  • Published:Apr. 2020

DOWNLOAD