This study investigated the impact of managerial coaching on employees to provide a clearer understanding of how managerial coaching affects employees' attitudes and behaviors, particularly their personal learning, organizational commitment, and turnover intentions. Emerging from the extensive literature review, a framework of managerial coaching was provided and hypotheses and a conceptual model to explain the interrelationships between managerial coaching and its potential outcomes were established.

From a technology organization in the United States, 187 people completed the survey. Correlation analysis was conducted to examine the relationships among the constructs. Reliability tests and confirmative factor analysis (CFA) assessed the validity and reliability of four measurement models. To explain the interrelationships among the constructs further, the hypothesized structural model and three alternative models were examined and a final model was selected based on consideration of both theoretical foundations and statistical fit indices.

This study identified five dimensions of managerial coaching skills in organizations, including Open Communication, Team Approach, Valuing People, Accepting Ambiguity, and Facilitating Development. The results supported all hypotheses: a positive relationship between managerial coaching and both personal learning and organizational commitment; a positive association between personal learning and organizational commitment; and a negative relationship between managerial coaching and turnover intention and between personal learning and organizational commitment. Further, the results revealed that managerial coaching had a direct impact on personal learning and organizational commitment positively. Managerial coaching had a negative impact on turnover intention. Organizational commitment clearly affected turnover intention negatively. However, the two paths from personal learning to organizational commitment and to turnover intention were non-significant in the final model.