近年來，管理者被期待擔負越來越多的員工學習發展的責任，也使得主管扮演教練角色的概念越來越受到重視。管理教練是主管在日常與員工的互動當中，培育員工並提升員工績效的過程。但在過去的研究當中，少有文獻明確地指出哪些教練活動可以有效增進績效，或者說明教練活動改善績效的過程。
本研究之目的主要以員工敬業貢獻為中介變項，探討管理教練與員工績效之間的關係。其中，管理教練包含了五個構面，分別為開放溝通、團隊導向、重視人性、不確定接受性與發展員工。本研究共蒐集161份配對問卷，研究結果顯示員工敬業貢獻對模糊接收度與發展員工這兩構面與工作績效有中介作用，在團隊導向與任務績效之間的關係中具有中介效果。後續將逐一探討其管理意涵作為實務之參考。

The concept of manager as coach has received the growing attention in recent years as the responsibility for employees’ learning and development has been increasingly devolved to line managers. Managerial coaching is the process that managers grasp everyday opportunities to foster employees’ learning and improve performance, yet little has identified the specific behaviors or addressed the process.
The aim of current study is to investigate the relationship between managerial coaching skills and employees’ job performance, with work engagement as the mediator. Five dimensions of managerial coaching skills are employed as open communication, team approach , valuing people over task, accepting the ambiguous nature of work environment, and facilitating development. Collected of 161dyad surveys, the result shows that the mediating effects exist in the relationship between accepting ambiguity and employees’ job performance, facilitating development and job performance, and the relationship between team approach and task performance. Implications for research and practice are presented.

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