When does coaching leadership become more effective?: The moderating role of learning goal orientation

Abstract

This study explores how coaching leadership effectively leads to constructive deviance within the banking sector, moderated by learning goal orientation with organization-based self-esteem as a mediator. While the concept of coaching has long been applied in sports, its adoption and approved benefits in economics have drawn attention. However, one of its positive outcomes, constructive deviance, is often categorized and treated the same as negative deviant behaviors. Under a quantitative approach, 196 responses were collected from bank employees, attached with demographic and job-related information. The results revealed that organization-based self-esteem mediates the positive relationship between coaching leadership and constructive deviance, with learning goal orientation moderating positively. From there, the analysis deepens the existing literature about how coaching leadership drives employee behavioral change in commercial banks. Implications for practical suggestions on employee training and development are also proposed based on the findings.