Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention

Abstract

Human resource development (HRD) is key to organizational success. With some HRD roles devolving to leaders in recent years, a gap in understanding is now evident in how leaders’ leadership styles shape development-oriented behaviours that may effectively assist them in fulfilling their HRD roles, and the corresponding effects that this has on employee work engagement and turnover intention. This study compared the effects of transformational and transactional leadership styles on employee attitudes (i.e. work engagement and turnover intention) through leaders’ behaviours (i.e. supervisory coaching and performance feedback). This study used a multilevel approach (i.e. matching leaders to multiple subordinates) with 500 employees, nested in 65 workgroups from private organizations in Malaysia. As hypothesized, we found a link between transformational (but not transactional) leadership and higher levels of supervisory coaching and performance feedback, and that these job resources mediate the relationship between transformational leadership and work engagement. Furthermore, we found that work engagement mediates the relationships of both supervisory coaching and performance feedback to turnover intention. Overall, the study results reveal one way in which Asian leaders can effectively facilitate some aspects of HRD through development-focused behaviours which serve as job resources to boost work engagement and reduce turnover intention.