• The Journal of Korean Institute for Practical Engineering Education
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• v.3 no.2
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• pp.147-157
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• 2011

This study was conducted to investigate haw coaching leadership affects organizational members' career planning and attitudes; organizational commitment, job satisfaction and turnover intention. For this purpose, this study used as its subjects at the major companies and subsidiary companies in Korea. The independent variable coaching leadership composed of the 5 factors; guidance, facilitation, inspiration, listening and questioning. The result of the study, coaching leadership was shown to have a significant effect on career planning, organizational commitment, job satisfaction and turnover intention. The case of coaching leadership is being more, the level of career planning, organizational commitment and job satisfaction are increased and the level of turnover intention are decreased. The findings of this study are particularly important because they contribute the evidence that support the effects of coaching leadership development program in the company.

• Journal of Fisheries and Marine Sciences Education
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• v.27 no.3
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• pp.791-803
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• 2015

This study aims to examine the influence of tennis instructors' coaching behaviors on the satisfaction with lessons and preference for instructors. In order to achieve this study objective, by using the quota sampling out of nonprobability sampling for tennis club members who are now(2015) actively involved in tennis courts located in Daejeon Metropolitan City and Chungcheongnam-do, and also receiving tennis lesson for more than six months or used to take lessons before, the 325 effective samples were used for data analysis. Using the SPSS Ver. 21.0 Window Program, the collected data went through frequency analysis, exploratory factor analysis, reliability analysis, t-test, one-way ANOVA, correlation analysis and multiple regression analysis, and the results are like below. Regarding differences of coaching behaviors depending on sex, first, there were significant differences in the factors like explanatory instruction, positive feedback and negative feedback. In case of differences in accordance with age, every factor showed significant differences. In regard of differences depending on academic background, there were differences in the factor of negative feedback while the factor of positive feedback showed differences in accordance with the experience of lesson. In case of differences depending on the level of athletic performance, there were statistically significant differences in the factors like explanatory instruction, questioning instruction and negative feedback. Second, the positive feedback, one of the sub-factors of coaching behaviors had positive influence on satisfaction with lesson while the explanatory instruction, one of the sub-factors of coaching behaviors had positive influence on preference for instructors. Lastly, the satisfaction with lesson had positive influence on preference for instructors.

• Korean Journal of Child Education & Care
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• v.18 no.2
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• pp.183-202
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• 2018

The purpose of this study was to examine structural relationships among directors' coaching leadership, organizational culture, early childhood teachers' empowerment, teacher-efficacy and job satisfaction. The data were collected from 575 early childhood teachers and analyzed with Pearson's correlation and structural equation modelling analysis. The results were as follows: first, directors' coaching leadership was found to have a direct effect on early childhood teachers' job satisfaction and an indirect effect through organizational culture, teachers'empowerment and teacher-efficacy. Second, organizational culture was found to have a direct effect on early childhood teachers' job satisfaction and an indirect effect through teacher-efficacy. Third, early childhood teachers' empowerment was found to have a direct effect on job satisfaction and an indirect effect through teacher-efficacy. Fourth, teachers' teacher efficacy was found to have a direct effect on job satisfaction. Additionally, directors'coaching leadership was found to be the most important variable predicting early childhood teachers' job satisfaction. These results suggest that improving directors'coaching readership, organizational culture, teachers' empowerment, teacher-efficacy could help facilitate early childhood teachers'job satisfaction.

• Journal of Korea Entertainment Industry Association
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• v.13 no.4
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• pp.331-339
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• 2019

This study investigated the effects of coaching leadership for life care of estheticians on self-efficacy and job satisfaction and the results are presented as follows: First, as a result of analysing the effects of coaching leadership of the subjects on self-efficacy, it was discovered that all the factors of relations (β=.261, p<.001), presentation of direction(β=.238, p<.01), assessment(β=.175, p<.01) and development(β=.170, p<.01) had a statistically significant positive (+) effect on it. Second, as a result of analysing the effects of coaching leadership of the subjects on job satisfaction, it was discovered that relations(β=.403, p<.001), presentation of direction(β=.384, p<.001) and assessment (β=.170, p<.01) had a statistically significant positive(+) effect on it. Third, as a results of analysing the effects of self-efficacy of the subjects on job satisfaction, it was discovered that self-efficacy (β =.707, p<.001) has a statistically significant positive(+) effect on job satisfaction. Fourth, as for the relations between coaching leadership and job satisfaction, it was discovered that self-efficacy as a mediator of self-efficacy satisfied a partial mediation condition between presentation of direction, development, assessment, relations and job satisfaction.

• The Journal of the Korea Contents Association
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• v.18 no.4
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• pp.138-153
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• 2018

In the recent years, coaching leadership has been in the spotlight as being an essential human resources management strategy for improving organizational effectiveness in addition to strengthening the capacity of organizational members. Therefore, this study empirical analyses the effect of sales coaching on motivation and organizational effectiveness and the moderating effect of achievement needs. As a result, First, sales manager coaching appeared to have positive effect on the motivation and organizational effectiveness (job satisfaction, organizational commitment, job performance). Second, motivation appeared to have positive effect on organizational effectiveness. Third, achievement need appeared to have moderating effect in the relationship between sales manager coaching and organizational commitment. According to the study results, sales managers' coaching has positive effects on improving salespeople's performance as well as their levels of motivation, job satisfaction, and organizational commitment. In addition, this study proves that depending on the level of salespeople's need for achievement, the purpose and approach of coaching styles must be different to maximize the positive effects. This empirical study contributes to the theoretical as well as practical improvements of leadership coaching by verifying the conditional attributes for implementing effective sales managers' coaching for improving organizational effectiveness.

• The Korean Journal of Coaching Psychology
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• v.4 no.2
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• pp.57-69
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• 2020

The purpose of this research was to understand the relations between the satisfaction of appearance and self-esteem and to prove mediating effect of interpersonal experience in that relation. The 239 subjects were selected from 118, 121 of male and female high school students in Seongnam. The research tools were Body Esteem Scale, the Self-Esteem Inventory and Relationship Scale. The Result of study were sa follows. First, appearance satisfaction, experience of relation and self-esteem had correlations in each relation. Second, Interpersonal experience would demonstrate self-esteem, and partial mediating effect was generated in the relations between appearance satisfaction and self-esteem. Especially, partial mediating effect was male student was higher. Based on these results, it was discussed the positive effects of positive interpersonal experiences on self-esteem for adolescents with low self-esteem due to low level of physical satisfaction and the direction of youth coaching.

• Asia-Pacific Journal of Business
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• v.9 no.3
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• pp.117-137
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• 2018

Lots of the studies about the relationship between coaching leadership and organizational effectiveness have been conducted and reported that coaching leadership is one of the main factors which impact organizational effectiveness. The purpose of this study was to synthesize the relationship between coaching leadership and organizational effectiveness. For that purpose, 32 correlation effect sizes from 25 studies were analyzed by the CMA (Comprehensive Meta-analysis) Program. The study calculated the overall effect size of the relationship between coaching leadership and organizational effectiveness. Then, it also calculated the effect size of the relationship between coaching leadership and each sub-variable of organizational effectiveness. The analysis results are as follows: First, the overall effect size about the relationship between coaching leadership and organizational effectiveness was .519, which means that coaching leadership has over lager relationship with organizational effectiveness. In addition, the effect sizes of sub-variables of the organization are .556 (organizational commitment) .542 (job satisfaction), 509 (organizational citizen behavior), and .401 (innovative behavior). The study tested the mediating effects of measurements, organizational size, types of publication, and published year. The result showed that only the measurement made significant differences among effect sizes of studies.

• Journal of the Korea Society of Computer and Information
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• v.22 no.10
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• pp.167-177
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• 2017

In this paper, we propose the role of job crafting in the relationship between leadership and organizational effectiveness in voluntarily carrying out each member's assigned tasks. This study surveyed the manufacturing, construction, service industries in Seoul and Gyeonggi province, identified the type of leadership they recognized, and empirically analyzed the organizational effectiveness of leadership. The purpose of this paper is to grasp the types of leadership acknowledged by the industry of manufacturing, construction, and service, and also to empirically analyze the organizational effectiveness of the leadership. The study measures the organizational effectiveness in terms of the job satisfaction, organizational commitment, and organizational citizenship behavior while classifying the leadership into coaching leadership, transformational leadership, and sensible leadership. In addition, the strictness of the analysis is imposed by estimating the simple least square model and ranking probit model. The results of the least square model is summarized as the following. Regardless of the different defining terms of organizational effectiveness, transformational leadership was shown to have the greatest organizational effectiveness. Sensible leadership positively effected job satisfaction whereas coaching leadership positively effected job satisfaction and organizational effectiveness. Compared to transformational leadership and coaching leadership, the impact of the sensible leadership was very much limited. The result of the ranking probit model is summarized as the following. First, sensible leadership had a positive impact on the member's job satisfaction and organizational commitment. Second, regarding the organizational citizenship behavior, coaching leadership showed greater impact than transformational leadership. This results contradicts the results from the simple least square model. If similar studies were to be conducted in the future, two models and the results must be compared. Third, as the leadership score increases by 1 point, there is greater possibility of having more than 4 points for all job satisfaction, organizational commitment, organizational citizenship behavior. Lastly, the analysis proves that job crafting has the mediation effect between the leadership and organizational effectiveness.

• Journal of Digital Convergence
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• v.11 no.7
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• pp.97-110
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• 2013

The research analyzed how coaching leadership affects on job satisfaction of telemarketer and it focused on the Telemarketing filed. This study purposes to create the favorable approach on the job satisfaction and which will reduce turnover rate by examining interrelationship between employees and leaders. The result indicated that coaching leadership was partially associated with job satisfaction of telemarketer. Leaders need to motivate employees to achieve their goals with periodic confirmation process. Another role is that spending time with employees to break down the interpersonal barriers and lead to open communication to develop their potential ability by identifying specific guide lines and plan for achieving improvement goals. As a leader, to maintain neutrality, it is important to adjust goals to attain and needs the full confidence on employees. In addition, investment in training can help employees to gain relevant information and give them opportunities to learn.

• Journal of the Korea Convergence Society
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• v.8 no.3
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• pp.133-140
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• 2017

The purpose of this study was to determine the effects of coaching leadership on organizational effectiveness of dental hygienists. A survey was conducted on dental hygienists in Busan and Kyungnam from December 7, 2016 to January 15, 2017. A total of 215 questionnaires were included in analysis. The influence factors of coaching leadership on the rapport-building between the leaders and the members included the leader's direction (p<0.001) and relationship (p<0.001). The influence factors of coaching leadership on organizational commitment included the leader's relationship (p<0.001), direction (p<0.05), development (p<0.05), and accountability (p<0.05). The influence factors of coaching leadership on job satisfaction included the leader's relationship (p<0.001) and development (p<0.01). The coaching leadership of dental hygienists has been found to make a positive influence on the organizational effectiveness. It is believed that systematic and comprehensive coaching leadership training for dental hygienists must be conducted to build up trust between the leaders and the members, facilitate communication, and enhance job commitment and performance. Furthermore.