Linking Managerial Coaching and Workplace Deviance: The Mediating Role of Thriving at Work

Abstract

Workplace deviance is indeed an issue for any organization. Many researchers have endeavored to explore different predictors to control this problem. However, managerial coaching can be seen as a leading managerial practice to address this issue within the organizations. Using the LMX theory, a model was developed to explore the direct relationship between managerial coaching and workplace deviance and their indirect relationship through thriving at work. A survey was conducted on a sample of 300 pharmaceutical sales employees selected through simple random sampling. The structural equation modeling (SEM) technique was used to conduct data analysis and model fitness. The results reveal that managerial coaching has a significant impact on reducing supervisor-directed deviance which can be explained through the intervening role of thriving at work. According to the data, managers or supervisors who act like mentors are less likely to be targets of deviance by their subordinates, most probably because the subordinates who are guided and mentored focus more on performing well, rather than on being vengeful. This study provides an empirical and practical contribution to combating and reducing workplace deviance through coaching and thriving at work. The theoretical implications, future directions, and limitations are also discussed.