;Heraclitus, the ancient Greek philosopher, said, "In the world, the only immutable thing is constantly changing." In the environment of the market industry, dramatic changes are tests of enterprises for their abilities of quick-response and flexibility to adjustment. Members of the organization should no longer just be a one push one move at their directors’ charge, they should realize the overall environment is changing. In order to keep up with the pace of organizational change, cognitive and behavioral changes in individuals are necessary.
In this study, 400 questionnaires were sent out in total, we collected 383 questionnaires, the response rate was 95.75%; among which a total of 357 questionnaires are valid, and the effective response rate was 89.25%. The purpose of this study is to investigate the effect of promoting employee behavior change, as well as the moderating the effect between organizational climates and employee self-efficacy by coaching- behavior with the Trans-theoretical model.
The study found that the organizational climate of democratic leadership will also help to change the behavior of employees. From another perspective, the subordinates observing the coaching - behavior of the director, will form an open communication between them which will make employees feel respected and will produce a democratic- leadership organizational climate. Therefore, we recommend that enterprises import the skills of coaching-management. It is not only to help employees change their behavior, but also to shape the organizational climate of democratic leadership.
While the responsibility of organization responds to external factors, such as management mechanisms, evaluations, salary and so on, this will weaken the influence of coaching - behavior in the change of employee behavior. When organizations want to promote the coaching system, they should view what formed the internal organizational climates, in order to avoid poor application.