The Impact of Loyalty and Self‐Determination on Managerial Coaching Outcomes

Abstract

This research expands the understanding of underlying psychosocial impacts of managerial coaching in the employee–organization relationship (EOR). Researchers examined the mediating effects of loyalty and employee self-determination (ESD) on organizational-based self-esteem (OBSE) and employee impact. Testing of direct effects indicate a significant, positive relationship between managerial coaching and both OBSE and employee impact. However, after testing for mediation, results showed that loyalty and ESD mediated the relationship between managerial coaching and OBSE, ESD mediated the relationship between managerial coaching and employee impact. These mediated results have implications for the coaching relationship's dyadic nature and how it establishes relationship-enhancing interactional processes supported by social exchange, psychological contract, and relational-richness theories.

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