Team coaching and innovation in work teams : An examination of the motivational and behavioral intervening mechanisms

Purpose – This study aims to examine the role of team coaching in regard to team innovation by considering motivational and behavioral intervening mechanisms. Design/methodology/approach – Based on a multisource approach, data was gathered from 97 work teams (341 members and 97 immediate supervisors) in a public safety organization. Findings – Results of structural equation modeling analyses indicate that the relationship between team coaching and team innovation is mediated by team goal commitment and support for innovation. Specifically, team coaching has a direct effect on support for innovation and an indirect effect on this behavioral team process through team goal commitment. In turn, support for innovation may improve the implementation of successful team innovation. Practical implications – In a global competitive context, innovation represents a key leverage to generate a competitive advantage. Team leaders who engage in coaching behaviors toward their subordinates are likely to foster innovation within their work team. Thus, organizations may benefit by designing and implementing interventions aimed at developing team leaders’ coaching skills and encouraging them to consider coaching as a core managerial responsibility. Originality/value – On the whole, this study highlights the role of team coaching as a key leverage to stimulate successful innovation in work teams and the motivational and behavioral mechanisms that intervene in this relationship.