A Study on the Influence of Supervisor’s Coaching Leadership on the Innovative Behavior of Organizational Members: Focusing on the Mediating Effects of Psychological Empowerment and Job Engagement

This study aimed to verify the structural path through which a Supervisor’s Coaching Leadership influences Innovative Behavior via Psychological Empowerment and Job Engagement. To this end, data were collected from employees working in domestic companies with more than 300 employees, and the research hypotheses were verified using structural equation modeling. The results showed that Coaching Leadership had a positive impact on Innovative Behavior, Psychological Empowerment, and Job Engagement. Also, Psychological Empowerment had a positive effect on Innovative Behavior and Job Engagement, and Job Engagement had a positive effect on Innovative Behavior. Furthermore, in the relationship between Coaching Leadership and Innovative Behavior, Psychological Empowerment and Job Engagement partially mediated the relationship. Implications from this study’s results include that it verified the path leading to Innovative Behavior through Psychological Empowerment and Job Engagement from supervisory Coaching Leadership. It thus proposed a mechanism explaining changes in Organizational Members ‘Innovative Behaviors stemming from Coaching Leadership. Through this study, it was clarified that supervisors’ Coaching Leadership leads to Innovative Behaviors through Organizational Members ‘Psychological changes—a motivational mechanism aspect—suggesting that corporate leaders need to be nurtured as coach-type leaders to promote Organizational Members’ innovation behaviors.