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<p>Drawing on job demands–resources (JD–R) theory, we suggest that goal-focused leadership constitutes both a challenge job demand and a job resource for employees, providing direction and purpose while potentially increasing workload expectations, whereas leader coaching behavior serves as a valuable job resource. We propose a conditional indirect effects model examining how goal-focused leadership influences employee work engagement through person–job (P–J) fit, with leader coaching behavior as a moderator. Data were collected in two waves from a large technology company, resulting in 9,341 valid samples. The findings reveal that (1) goal-focused leadership positively influences employee work engagement. (2) Goal-focused leadership also enhances employee P–J fit, which in turn promotes work engagement. Furthermore, (3) leader coaching behavior strengthens the positive relationship between goal-focused leadership and employee P–J fit. (4) The interactive effect of goal-focused leadership and leader coaching behavior on employee P–J fit subsequently enhances work engagement, demonstrating a moderated mediation effect. The study concludes with a discussion of the theoretical and practical implications of these findings, alongside an elaboration on the study’s limitations and potential future research directions.</p>

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Goal-focused leaders as coaches: how the interaction of goal-focused leadership and coaching behavior enhances employee work engagement

  • 期刊论文

  • 发表日期：

    2026年2月17日

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  • Lanming Ma,
  • Di Cai

摘要

Drawing on job demands–resources (JD–R) theory, we suggest that goal-focused leadership constitutes both a challenge job demand and a job resource for employees, providing direction and purpose while potentially increasing workload expectations, whereas leader coaching behavior serves as a valuable job resource. We propose a conditional indirect effects model examining how goal-focused leadership influences employee work engagement through person–job (P–J) fit, with leader coaching behavior as a moderator. Data were collected in two waves from a large technology company, resulting in 9,341 valid samples. The findings reveal that (1) goal-focused leadership positively influences employee work engagement. (2) Goal-focused leadership also enhances employee P–J fit, which in turn promotes work engagement. Furthermore, (3) leader coaching behavior strengthens the positive relationship between goal-focused leadership and employee P–J fit. (4) The interactive effect of goal-focused leadership and leader coaching behavior on employee P–J fit subsequently enhances work engagement, demonstrating a moderated mediation effect. The study concludes with a discussion of the theoretical and practical implications of these findings, alongside an elaboration on the study’s limitations and potential future research directions.