The Impact of Coaching Leadership on Unethical Behavior and Change- Oriented Behavior

다국어 초록 (Multilingual Abstract)

Coaching leadership, as a leadership style that emphasizes empowerment, developing the potential of subordinates, and promoting continuous learning, has gained increasing attention from both the academic and practical communities in contemporary complex organizational environments. This research focuses on exploring the complex dual effects of coaching leadership on employees' behavioral performance, particularly its crucial change-oriented behavior that is essential for organizational change, as well as the unethical behaviors that potentially undermine the foundation of organizational ethics. This research constructs and validates an integrated theoretical framework, aiming to systematically reveal the key mediating effect of knowledge sharing between coaching leadership and the aforementioned two types of behaviors, as well as the important moderating role of social capital. This research is based on leadership theory, social exchange theory, and conservation of resources theory, and constructs an integrated model with mediating and moderating paths. It systematically examines the internal effect of coaching leadership on influencing employees' change- oriented behavior and unethical behavior through knowledge sharing, and further explores the boundary condition role of social capital in this process. Specifically, the research suggests that coaching leadership, by fostering a trusting and open communication environment, can effectively enhance the knowledge-sharing behavior among employees. This sharing behavior not only helps employees acquire diverse perspectives and experience resources, thereby enhancing their ability and willingness to drive change, but also may reduce the occurrence of unethical behavior by strengthening the sense of norms and responsibility. Furthermore, knowledge sharing is regarded as an important mediating variable connecting leadership behavior and employee behavior, and is a crucial psychological path for understanding the relationship between the two. Furthermore, the research incorporates social capital as a moderating variable, emphasizing its role in shaping the relationship networks, trust, and normative environment among organizational members. When there is sufficient social capital within an organization, the positive impact of coaching leadership is more likely to be amplified. The support and cooperation advocated by this leadership style are more easily disseminated within the organization, thereby further strengthening employees' change-oriented behavior, and more effectively preventing the occurrence of unethical behavior. In other words, social capital plays a crucial enhancing role in the path by which leadership influences employee behavior, and is an important contextual factor for achieving good organizational behavior. This research rigorously conducted empirical analysis to verify the core proposition and made theoretical contributions in three aspects: Firstly, it broke through the focus of existing literature on the positive effects of coaching leadership, and for the systematically revealed its potential impact on unethical behavior, deepening the understanding of its duality; Secondly, it revealed the dual roles of knowledge sharing in the leadership effect, clarified its mediating role in both positive and negative effects, and enriched the understanding of its complex functions; Thirdly, it innovatively introduced social capital as a moderating variable, revealing its dual role in strengthening positive behaviors and amplifying ethical risks, and expanding the contextual perspective of leadership and organizational ethics research. At the practical level, this research emphasizes that organizations should focus on shaping a coaching leadership culture, fostering an atmosphere of knowledge sharing, and enhancing the accumulation and utilization of social capital, in order to create an efficient, ethical, and change-oriented organizational environment.

목차 (Table of Contents)

• CHAPTER 1. Introduction 13
• 1.1 Research Background 13
• 1.2 Research Objectives 16
• 1.3 Research Significance 18
• 1.4 Research Innovation and Research Process 21
• 1.4.1 Research Innovation 21
• 1.4.2 Research Process 24
• 1.5 Research Method and Research Content 26
• 1.5.1 Research Method 26
• 1.5.2 Research Content 27
• CHAPTER 2. Theoretical Foundation and Literature Review 29
• 2.1 Theoretical Foundations 29
• 2.1.1 Leadership Theory 29
• 2.1.2 Social Exchange Theory 32
• 2.1.3 Conservation of Resources Theory 35
• 2.2 Coaching Leadership 38
• 2.2.1 Definition of Coaching Leadership 38
• 2.2.2 Dimensions and Measurement of Coaching Leadership 43
• 2.2.3 Prior Research on Coaching Leadership 45
• 2.3 Knowledge Sharing 49
• 2.3.1 Definition of Knowledge Sharing 49
• 2.3.2 Dimensions and Measurement of Knowledge Sharing 55
• 2.3.3 Prior Research on Knowledge Sharing 56
• 2.4 Unethical Behavior 61
• 2.4.1 Definition of Unethical Behavior 61
• 2.4.2 Dimensions and Measurement of Unethical Behavior 67
• 2.4.3 Prior Research on Unethical Behavior 69
• 2.5 Change-oriented Behavior 72
• 2.5.1 Definition of Change-oriented Behavior 72
• 2.5.2 Dimensions and Measurement of Change-oriented Behavior 77
• 2.5.3 Prior Research on Change-oriented Behavior 79
• 2.6 Social Capital 83
• 2.6.1 Definition of Social Capital 83
• 2.6.2 Dimensions and Measurement of Social Capital 87
• 2.6.3 Prior Research on Social Capital 90
• CHAPTER 3. Research Hypothesis and Model 94
• 3.1 Coaching Leadership and Knowledge Sharing 94
• 3.2 Coaching Leadership and Change-oriented Behavior 98
• 3.3 Coaching Leadership and Unethical Behavior 102
• 3.4 Knowledge Sharing and Change-oriented Behavior 106
• 3.5 Knowledge Sharing and Unethical Behavior 109
• 3.6 The Mediating Role of Knowledge Sharing 115
• 3.6.1 The Mediating Role between Coaching Leadership and Change-
• oriented Behavior 115
• 3.6.2 The Mediating Role between Coaching Leadership and Unethical
• Behavior 118
• 3.7 The Moderating Role of Social Capital 121
• 3.7.1 The Moderating Role between Coaching Leadership and Change-
• oriented Behavior 121
• 3.7.2 The Moderating Role between Coaching Leadership and Unethical
• Behavior 124
• 3.8 Research Model and Hypothesis Summary 129
• 3.8.1 Research Model 129
• 3.8.2 Hypothesis Summary 129
• CHAPTER 4. Research Design 130
• 4.1 Questionnaire Design 130
• 4.2 Measurement Tools 130
• 4.2.1 Coaching Leadership 130
• 4.2.2 Change-oriented Behavior 132
• 4.2.3 Knowledge Sharing 133
• 4.2.4 Unethical Behavior 134
• 4.2.5 Social Capital 135
• 4.3 Data Collection 136
• CHAPTER 5. Data analysis 137
• 5.1 Demographic Analysis 137
• 5.2 Common Method Biases Testing 139
• 5.3 Reliability Testing 140
• 5.4 Validity Testing 141
• 5.4.1 Model Fit Analysis 141
• 5.4.2 Convergent Validity 142
• 5.4.3 Confirmatory Factor Analysis 143
• 5.4.4 Discriminant Validity 145
• 5.4.5 Measurement Model Comparison 146
• 5.5 Descriptive Analysis and Correlation Analysis 147
• CHAPTER 6. Hypothesis Testing 149
• 6.1 Structural Equation Model Fit Test 149
• 6.2 Mediating Effects Test 151
• 6.3 Moderating Effects Test 153
• 6.4 Summary of Hypothesis Testing 157
• CHAPTER 7. Research Conclusions and Implications 159
• 7.1 Research Conclusions 159
• 7.2 Research Implications 162
• 7.2.1 Theoretical Contributions 162
• 7.2.2 Practical Implications 166
• 7.3 Research Limitations and Future Research 170
• References 174
• Appendix 203
• Appendix 1 Survey Questionnaire 203
• Appendix 2 Acknowledgements 207
• 국문초록 208