Effect Relationships among Coaching Leadership, Job Satisfaction, Trust, and Organizational Loyalty

Abstract

Recently, the effectiveness of coaching has attracted attention from the practical field as well as from academia. Coaching skill focuses on growth and achievement that not only meets the needs of the members of the organization, but also empowers them. This study consists of four sub-factors as the main elements of coaching behavior based on previous research, as the behavioral factors of coaching leadership, by identifying the relationship between coaching leadership and job satisfaction, trust and oganizational loyalty. I would like to reveal the effectiveness of coaching leadership. To this end, a questionnaire survey was conducted for members working at the Lifelong Education Center, and for verification, an AMOS 21.0 program was used to conduct confirmatory factor analysis and structural equation path analysis As a result of the study, first, it was found that coaching leadership had a positive and significant effect on trust and job satisfaction. Second, the direct effect of coaching leadership on organizational loyalty was dismissed. In other words, it was found that trust and job satisfaction parameters have an indirect effect on organizational loyalty, but no direct effect. Finally, the effect of trust and job satisfaction on organizational loyalty was found to have a significant positive effect. Therefore, it is important that not only lifelong education institutions, but also organizational leaders must increase the trust and job satisfaction of members through the exercise of coaching leadership. The results of this study give theoretical and practical implications.