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Smither, J. W., London, M., Flautt, R., Vargas, Y., & Kucine, I. (2003). Can Working with an Executive Coach Improve Multisource Feedback Ratings over Time? A Quasi Experimental Field Study. Personnel Psychology, 56, 23-44.
https://doi.org/10.1111/j.1744-6570.2003.tb00142.x

has been cited by the following article:

• TITLE: The Relationship of Coaching Leadership and Innovation Behavior: Dual Mediation Model for Individuals and Teams across Levels

  AUTHORS: Xiaoxuan Zhang

  KEYWORDS: Coaching Leadership, Team Mindfulness, Innovation Process Engagement, Innovation Behavior

  JOURNAL NAME: Open Journal of Leadership, Vol.9 No.1, March 16, 2020

  ABSTRACT: In the face of the accelerated upgrading of the market and the increasingly fierce competition, innovation has become an important driving force for the survival and development of enterprises. As a new way of management and an important way to develop the ability of employees, coach leadership has its unique advantages in promoting employee innovation, and it has been paid more and more attention by scholars and practitioners. Based on the current situation of Chinese enterprise management, this study discusses the relationship between coaching leadership and employee innovation behavior, and explores the interactive mechanism from the team level and individual level. This study takes the on-the-job team leaders and their subordinates in enterprises in South China as the research object to explore and verify the effect of coaching leadership on employees’ advice behavior and the intermediary mechanism of team mindfulness and employee innovation process input. The results show that: 1) coaching leadership has a significant positive impact on employee innovation behavior; 2) team mindfulness plays an intermediary role in the relationship between coaching leadership and employee innovation behavior; 3) employee innovation process engagement plays an intermediary role in the relationship between coaching leadership and employee innovation behavior; 4) team mindfulness has a significant positive impact on employees’ innovation process engagement, and coaching leaders influence innovation behavior through the chain intermediary between team mindfulness and employees’ innovation process engagement.