Drawing on the conceptual foundations of feedback and behavior modeling we investigate the effects of managers’ coaching intensity on the performance of those they supervise, at multiple levels of an organizational hierarchy. Data from 328 sales associates reporting to 114 middle managers, and 93 middle managers reporting to 32 executive managers are used to test the research hypotheses. Using hierarchical linear modeling we find that managers’ coaching intensity influences the performance of their subordinates after controlling for job satisfaction, and this effect weakens at greater hierarchical levels. Surprisingly, we do not observe any cross-level moderating effects of coaching intensity on the satisfaction–performance relationship. We discuss the implications of our findings for future research and practice.
The performance effects of coaching: a multilevel analysis using hierarchical linear modeling
MAGNI, MASSIMO
2009
Abstract
Drawing on the conceptual foundations of feedback and behavior modeling we investigate the effects of managers’ coaching intensity on the performance of those they supervise, at multiple levels of an organizational hierarchy. Data from 328 sales associates reporting to 114 middle managers, and 93 middle managers reporting to 32 executive managers are used to test the research hypotheses. Using hierarchical linear modeling we find that managers’ coaching intensity influences the performance of their subordinates after controlling for job satisfaction, and this effect weakens at greater hierarchical levels. Surprisingly, we do not observe any cross-level moderating effects of coaching intensity on the satisfaction–performance relationship. We discuss the implications of our findings for future research and practice.
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