In today\'s volatile, uncertain, complex, and ambiguous (VUCA) work environments, mitigating employee burnout and turnover has become a critical concern. The enhancement of employee engagement stands out as a pivotal focus in corporate human resource management. Coaching leadership focuses on the encouragement and inspiration of employees, which can effectively stimulate the internal potential of employees, enhance work ability and enhance engagement. However, previous research on the relationship between coaching leadership style and employee engagement are limited, thus obscures the essential function in enterprise development and core competitiveness. The research collected 402 valid responses from MBA and EMBA students at the School of Business, and examines the effect of coaching leadership on employee engagement. Results indicate that coaching leadership significantly enhances multiple facets of employee engagement, including vigor, devotion, and absorption. Crucially, organizational self-esteem emerges as a mediating factor, while learning goal orientation strengthens the positive effects of coaching leadership. This research sheds light on the nuanced dynamics of effective leadership in contemporary workplaces, also it underscores the need for more nuanced, industry-specific analyses and broader exploration of moderating variables. Ultimately, the insights garnered hold profound implications for leadership training, human resource strategies, and performance metrics, emphasizing a more integrative and holistic approach to leadership and employee development in vocational contexts.

The dynamic interplay between Artificial Intelligence (AI) adoption in modern organizations and its implications for employee well-being presents a paramount area of academic exploration. Within the context of rapid technological advancements, AI\'s promise to revolutionize operational efficiency juxtaposes challenges relating to job stress and employee health. This study explores the nuanced effects of Artificial Intelligence (AI) adoption on employee physical health within organizational settings, investigating the potential mediating role of job stress and the moderating influence of coaching leadership. Drawing from the conservation of resource theory, the research hypothesized that AI adoption would negatively impact employee physical health both directly and indirectly through increased job stress. Critically, our conceptual model underscores the mediating role of job stress between AI adoption and physical health. Further, introducing a novel dimension to this discourse, we postulate the moderating influence of coaching leadership. To empirically test the hypotheses, we gathered survey data from 375 South Korean workers with a three-wave time-lagged research design. Our results demonstrated that all the hypotheses were supported. The results have significant implications for organizational strategies concerning AI implementation and leadership development.

[This corrects the article DOI: 10.3389/fpubh.2023.1068293.].

[This corrects the article DOI: 10.3389/fpubh.2023.1068293.].

This study empirically analyzes the role of coaching leadership in enhancing an organization\'s creative performance, discussing and evaluating important mediating paths of coaching leadership regarding creative performance. As a result of an empirical analysis based on survey data collected from 332 employees of Korean companies, this study first confirms that coaching leadership has a positive effect on both employees\' creative performance. We also found that psychological empowerment and constructive voice behavior positively mediated the relationship between coaching leadership and creative performance. Finally, the serial mediating effect of coaching leadership on creative performance was tested through psychological empowerment and constructive voice behavior and confirmed to have a positive effect. This study indicates the importance of leadership as a critical variable that promotes employees\' creative performance. In addition, by confirming the serial mediating role of psychological empowerment and constructive voice behavior, this study improves understanding of key mechanism in which coaching leadership leads to creative performance.

Swift social and economic environmental changes such as COVID-19 pandemic have led to increased job insecurity. The current study examines the intermediating mechanism (i.e., mediator) and its contingent factor (i.e., moderator) in the association between job insecurity and employee\'s turnover intention, especially from the perspective of positive psychology. By establishing a moderated mediation model, this research hypothesizes that the degree of employee meaningfulness in work may mediate the relationship between job insecurity and turnover intention. In addition, coaching leadership may play a buffering role to positively moderate the harmful impact of job insecurity on meaningfulness of work. With three-wave time-lagged data that was collected from 372 employees in South Korean organizations, the current study not only demonstrated that meaningfulness of work mediates the job insecurity-turnover intention relationship, but also that coaching leadership functions as a buffering factor in reducing the harmful influence of job insecurity on meaningfulness of work. The results of this research suggest that the level of meaningfulness of work (as a mediator) as well as coaching leadership (as a moderator) are the underlying processes and the contingent factor in the job insecurity-turnover intention link.

UNASSIGNED: Previous studies are based on social exchange theory to explore the influence of leadership style on employees\' deviant innovation behavior. However, deviant innovation is risky, not supported by the organization, and is expected to benefit the long-term development of the organization. The key to the problem lies in how to guide employees to think and solve problems from the perspective of the organization, instead of just relying on material or spiritual exchange and return. Therefore, the purpose of this study was to analyze the relationship between coaching leadership, interactional justice, organizational identification and employees\' deviant innovation from the perspective of changing cognition.
UNASSIGNED: This work surveyed employees in 26 Chinese enterprises in more than 10 regions. Questionnaires were distributed to 450 employees, the first round of survey mainly investigated demographic information of employees and coaching leadership style of supervisors, and the second round of survey mainly investigated employees\' organizational identification, interactional justice, and deviant innovation behavior. By tracking and matching, 340 valid questionnaires were finally obtained. Spss 22.0 was used to describe all the study variables; Mplus 7.0 is used to carry out a confirmatory factor analysis and a multi-path regression model.
UNASSIGNED: According to self-categorization theory, the results demonstrated that coaching leadership can directly or indirectly promote employees\' deviant innovation behavior through the dual-path intermediary and chain intermediary of interactional fairness and organizational identification.
UNASSIGNED: Under the open situation created by coaching leadership, coaching leaders will interact and communicate sincerely with employees, and employees\' cognition will change. The original \"I\" of employees will be transformed into \"big self\" with organizational membership, which will guide employees to show behaviors beneficial to the organization. Therefore, interactional justice and organizational identification can play a key role of the influence of coaching leadership on employees\' deviant innovation behavior.

As the global economic situation deteriorates due to the prolonged COVID-19 pandemic, the business environment is plagued by uncertainty and risk. To address this, many organizations have sought to optimize efficiency, especially by downsizing and restructuring, to reduce costs. This causes anxiety among employees, who worry about whether they will be fired. We hypothesize that such job insecurity increases knowledge-hiding behavior by employees, and we investigate the mechanism underlying such a negative effect. In addition, we attempt to capture the boundary conditions of how to reduce the adverse effects of job insecurity, focusing on the role of coaching leadership. Using three-wave time-lagged cohort-study data from 346 Korean workers, we empirically found that employees who perceive job insecurity are less likely to feel organizational identification, leading to increased knowledge-hiding behavior. This study also demonstrated that coaching leadership operates as a boundary condition which buffers the negative influence of job insecurity on organizational identification. Theoretical and practical implications are discussed.

暂无摘要。

OBJECTIVE: This study examines Pakistan nurses\' emotional labour and stress in health care emergencies, specifically their emotional exhaustion and availability of support of organization and management to alleviate the effects.
BACKGROUND: As COVID-19 pandemic has been declared a global outbreak and many countries have enacted medical emergencies, this has increased job demands and expected desired emotional expressions from frontline workers. Such high levels of job demand contribute to various stress reactions among employees.
METHODS: Authors applied a longitudinal design, using an experimental approach, to collect data from 319 nurses serving in 107 government hospitals in Pakistan. The authors surveyed nurses at two time points with the interval of 3 months by using an online questionnaire tool. At one time, they asked nurses to report on emotional labour, stress and exhaustion. In the second phase, after providing supports (during interval phase) at different levels, the authors repeated the same scales from same participants in addition to instrumental support and coaching leadership. Data were processed using SPSS-Amos for elementary analysis and SPSS-process macro software for robustness and hypotheses testing.
RESULTS: The findings indicate that job stress fully mediates the relationship between surface acting and emotional exhaustion in controlled phase and partially mediates in intervention phase. Furthermore, in intervention phase, instrumental support moderates and alleviates positive effects of emotional labour on job stress, and coaching leadership moderates and lessens positive effects of job stress on emotional exhaustion.
CONCLUSIONS: This research concludes that health care organizations can alleviate emotional exhaustion caused by emotional labour and job stress amid emergencies by providing support at different levels: organizational and managerial. However, the effectiveness of these supports depends on high to low levels.
CONCLUSIONS: This study demonstrates that to handle and support emotional labour and job stress to avoid emotional exhaustion in health care emergencies, organizational supports matter. Support at organizational level can include instrumental support. At managerial level, holding a coaching leadership style can foster external facets of management while uplifting the internal support qualities of confidence and self-awareness that improve the individuals\' ability to lead; work with paradox and uncertainty.