| dc.description.abstract | At present, coaching is one of the popular managerial concepts in the organizations. In recent years, enterprises in Taiwan are paying more and more attentions to develop coaching skill of managers (Liu, 2009). Most of the related research on developing managerial coaching to organizational competitive advantage are in Europe and the United States (ig., Mclean et al., 2005; Park, 2007). According to Chau-Yi, Chen’s research (2010), by the coaching skill, the coachees can be motivated by their self-awareness, enthusiasm, and strengthened their self-control; meanwhile, by the horizontal communication in both ways, thecoachees can know themselves well or discover shortcomings of themselves. Moreover, the coachees also can be taught to have problem-solving skill to achieve the ultimate goals. In addition, the organizations can be more proactive to deal with the uncertain and variable marketing environment.
This research is focused on Taiwanese employees. It has collected valid 769 respondents via internet and paper questionnaires. By using SPSS 17.0 (Statistical Package for the Social Science) to do the quantitative analysis, this study has discovered:
1. When the subordinaters perceived higher level Managerial coaching, their intrinsic, extrinsic and job satisfaction will increase as well.
2. When the subordinaters perceived higher level Managerial coaching, they have higher willingness to involve in work.
3. When the subordinaters perceived higher job satisfaction, their job commitment, job willingness and job involvement will increase as well
4. Followers’ job satisfactions have mediation effect between awareness of the high level managerial coaching and job involvement.
5. Distinctly, it has varied concepts in different age groups, company sizes and industry sectors on managerial coaching. The company size has significant effect to job satisfaction. Different age group and managerial role have significant effect to job involvement.
This study is to provide management concept that organizations should consider whether their managers have personality and skill of coaching or not. For future studies on the related research, it is to recommend collecting despondences from organizational mangers. Additionally, job functions, supervision behavior and work stress are relevant factors on coaching skill, job satisfaction and job involvement for more in depth research.
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