A Study of E-coaching and Work Performances under the New Normal: The Relational-cognitive Mechanism of Leader-member Exchange and Self-efficacy

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Further data collection was carried out in China and Japan as originally planned, in addition to the data collected in the first year. In China, three waves of survey data from 116 pairs of managers and subordinates were collected by research collaborators, while survey data from 1,100 full-time employees were collected through an online platform.The collected data from China, consisting of 290 manager-subordinate pairs, was subjected to analysis using structural equation modeling (SEM). The results of the SEM analysis revealed distinct relationships between the four e-coaching behaviors, self-efficacy, and work role performance. Specifically, learning and emotional self-efficacy were found to partially mediate the relationships between e-coaching and performance. Additionally, the results indicated that the quality of leader-member exchange (LMX) moderates the mediation effects of the three types of self-efficacy on the relationship between e-coaching and performance.Similarly, the Japanese data from 1,100 full-time employees was also analyzed using SEM. The findings from the Japanese data are similar to those from the Chinese data. The SEM analysis demonstrated differential associations between the four e-coaching behaviors, self-efficacy, and work role performance. Similarly, only learning and emotional self-efficacy were found to partially mediate the relationships between verbal and non-verbal facilitation and the three dimensions of performance.