Coaching-based leadership and voice behavior: Insights from companies in Ho Chi Minh City

Abstract

This study investigates the coaching-based leadership effect on voice behavior. Using a sample of 324 workers from 6 firms in HCM city, we examine the directly impacts of coaching-based leadership, how psychological capital mediates this impact and the mediation function of psychological capital on voice behavior. Our results confirmed that coaching-based leadership significantly improves psychological capital and voice behavior, while emphasizing how psychological capital plays a negligible mediation function and how voice role perception moderates voice behavior. Finally, the study addresses the theoretical implications of the results and offers possible ways to facilitate voice behavior in the workplace context