Abstract

The purpose of this study is to reveal the effect of coaching leadership on organizational trust and innovative behavior depending on the level of power distance orientation. Specifically, the relationship between coaching leadership and innovative behavior was examined and the mediating effect of organizational trust was identified in the effect of coaching leadership on innovative behavior. In addition, this study examined a moderating effect of power distance orientation on the relationship between organizational trust and innovative behavior Finally, the relationship between coaching leadership and innovative behavior is verified by the moderated mediating effect of power distance orientation in the mediation of organizational trust. For this purpose, data from 697 Korean workers were collected through Embrain, an Internet survey company in Korea. According to the research, the relationship between coaching leadership and innovative behavior has been proven to have a partial mediating effect significantly by organizational trust. The moderating effect of the power distance orientation and the moderated mediating effect were also both significant. Employees with lower organizational turst and lower power distance orientation tended to innovate more than employees with higher power distance orientation, but the difference was found to have been decreased significantly at a higher level of organizational trust. Finally, we discussed practical implications, limitations, and future research.