Gender and managerial coaching across cultures: female managers are coaching more

Coaching as an effective leadership initiative in organizations has gained increasing attention from scholars. This study investigates the effects of coaching on employees' in-role behaviors (IRBs) and proactive career behaviors (PCBs), while also exploring the mediating role of psychological empowerment. Data were collected from a sample of 324 employee-supervisor pairs from 11 service companies in Taiwan. The results show that coaching was positively related to both IRBs and PCBs. Moreover, psychological empowerment fully mediated the coaching-IRB relationship and partially mediated the coaching-PCB relationship. Implications for managerial practices and future research are derived from these findings.