A study on the impact of managerial coaching behavior on perceived organisational support and emotional competence

This study aims to examine the effects of coaching behaviors exhibited by managers on employees' perceived organizational support levels and emotional competence capacities. In today's digital age, the rapid pace of technological innovation, increasing global competition, frequent economic uncertainties, and the diversification of the workforce require employees to possess not only technical competencies but also strong emotional and social skills. In this dynamic environment, leadership approaches are inevitably transforming to become more empathetic, supportive, and development-oriented. Managerial coaching is a modern leadership approach that goes beyond traditional management roles, helping individuals discover their potential and enhance their performance in a sustainable manner. This approach not only emphasizes results but also centers the psychological needs, values, search for meaning, and emotional world of employees—thereby gaining a significant place in contemporary human resource management practices. Within this framework, the study analyzes how coaching behaviors exhibited by managers shape employees' perceptions of organizational support and influence their levels of emotional competence. By developing a conceptual model within the framework of relevant literature, this research provides a detailed assessment of the impact of managerial coaching behaviors on employees. The study aims to present a strategic management framework that enhances leaders' capacity to cope with uncertainty and change while offering guidance to managers and human resources professionals on sustainable leadership approaches that support employee development. In this study, based on companies operating in the energy sector, it was aimed to determine the relationship between managerial coaching approaches and perceived organizational support and emotional competence. A mixed-method approach was adopted in the research, utilizing both quantitative and qualitative data collection and analysis techniques. In the quantitative data collection process, the survey method was used, and the data obtained from employees in the energy sector were evaluated through statistical analyses. In the survey study, the "Managerial Coaching Behavior Scale" developed by Park et al. (2008) and adapted by Kılıç and Özgen (2021), the "Perceived Organizational Support Scale" developed by Eisenberger et al. (2001), and the "Emotional Self-Efficacy Scale" developed by Kirk et al. (2008) and validated and tested for reliability by Totan et al. (2010) were used. Qualitative data were collected through semi-structured interviews and analyzed using content analysis. Another aim of the study was to test whether there were significant differences between the research variables and demographic factors including gender, age, education level, company age, number of employees in the company, tenure in the company, managerial coaching training, and employee coaching training. The data on the research topic were obtained using statistical programs through correlation, ANOVA, and regression analysis methods. As a result of the research, it was concluded that managerial coaching behavior has a positive and significant effect on perceived organizational support and emotional competence. When the findings related to demographic factors are examined, no significant differences were found based on gender, age, educational background, or the age of the company. In contrast, partially significant differences were observed in certain demographic variables such as whether the manager had received coaching training, the number of employees in the company, and the employees' tenure within the company.