The impact of coaching orientation on subordinate performance: the moderating effects of implicit person theory and LMX

Abstract

Manager‐as‐coach ( MAC ) has been critical for facilitating and enhancing subordinate learning and development. ‘Regulatory fit’ and ‘leader–member exchange’ ( LMX ) can be two key factors in the coaching relationship between coaches (supervisors) and coachees (subordinates). This study investigated the impact of different coaching orientations – promotion and prevention – on subordinate performance, and examined the moderating effects of coachees' implicit person beliefs and LMX . Four results were found. First, a promotion coaching orientation was positively related to subordinate performance, and it had a more positive effect on subordinate performance than a prevention coaching orientation. Second, subordinates with incremental beliefs relative to subordinates with entity beliefs experienced a better regulatory fit and demonstrated better performance following promotion‐oriented coaching. Third, the subordinates in higher quality LMX relationships had better performance following a promotion coaching orientation. Fourth, LMX had a main effect on the subordinate performance following prevention‐oriented coaching, which implies a compensatory effect between a high‐quality LMX relationship and a prevention coaching orientation.

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