Managerial coaching and innovative work behavior: mediating role of psychological empowerment and moderating role of task interdependence

Abstract

Based on the componential theory of organizational creativity and innovation, this study examined the relationship between managerial coaching (MC) and innovative work behavior (IWB). It focused on the mediating role of psychological empowerment and the moderating role of task interdependence. Design/methodology/approach: The self-administered questionnaires were used to collect data from 420 employees of the United Arab Emirates’s public sector organizations. A hierarchical linear model (HLM) with different regression techniques was used. Findings: The results showed that MC directly influences IWB. The path analysis also revealed that MC has an indirect effect on IWB via psychological empowerment. The moderating role of task independence in MC and IWB was also revealed. Practical implications: The findings shall provide insights that will help practitioners and academics understand frontline employees' innovative behavior in public sector settings and formulate strategies that will increase the involvement of employees in displaying innovation-based activities at the workplace. Originality/value: This study adds value to the literature by integrating the componential theory of organizational creativity and innovation in public sector settings. © 2024, Emerald Publishing Limited.

Keywords: Innovative work behavior, Managerial coaching, Psychological empowerment, Public sector, Task interdependence