Keeping Up Job Satisfaction: Relationship between Coaching Style Leadership and Employees’ Belief in Their Abilities to Handle Job

Abstract

This study assesses a direct effect of coaching style leadership on work-related attitudes and an indirect effect of employees’ belief in their abilities to handle jobs in the relationship between coaching style leadership and job satisfaction. The cross-sectional research design was employed to collect 579 survey questionnaires from employees in the Malaysian public sector. The SmartPLS was utilized to evaluate the measurement model and structural model. The adequacy of the study sample met that rule of thumb criterion, and the response bias was not present in the study sample. This study only used survey questionnaires that had no missing values, straight-lining answers, outliers, and non-normal data distribution. The indicators that represent each study construct in the model measurement satisfied the validity and reliability standards. The structural equation modeling test displayed that employees’ belief in their abilities to handle the job and job satisfaction was directly affected by leaders’ guidance and facilitation. Further, the effect of leaders’ guidance and facilitation on job satisfaction was indirectly affected by employees’ belief in their abilities to handle the job. This finding is useful to guide practitioners in understanding diverse viewpoints of employees’ belief in their abilities to handle job and plan an effective developmental relationship framework to maintain and upgrade organizational sustainability in times of global economy and turbulent environment.