在現今社會日益競爭激烈的商業環境下，有效的領導力對於企業在商業環境中獲得成功至關重要。 在各種領導風格中，管理教練已被證明對員工的績效和行為均具有影響 （Bakker & Demerouti, 2017）。 與此同時，創新行為對組織成功的重要性也已得到確認，人們更願意了解管理教練等的領導風格將會如何影響員工的創新行為。 本研究旨在於探討教練式管理和員工創新行為兩者之間的關係，以及內在動機和關係能量在該關係中的中介作用。本研究借鑒了資源保護理論 (Hobfoll, 1989) 和認知評價理論（O'Brien & Toms, 2008），對管理教練、創新行為、內在動機和關係能量進行文獻回顧。該研究建立了由理論假設開始、到研究設計、再到數據收集程序和數據分析以檢驗假設。對於問卷所收集到對於台灣、香港高科技產業、傳統製造業、金融業從業人員的問卷調查數據，我們會使用IBM SPSS Statistics 28.0進行數據分析檢驗。研究結果證明，管理教練可以在有內在動機中介的情況下對員工創新行為產生出正向影響。 最後，本研究除了為組織行為相關的領域的獻作出貢獻外, 將會根據研究結果提出本研究的結論、研究限制和未來研究方向的建議。還對組織和管理者俱有重要的管理意義，闡明了管理教練與員工的創新行為之間的關係，中介變量在管理教練實施過程具有何種重要性，並展示瞭如何通過管理教練在組織內培養創新文化和開發員工的創新潛能。

With the increasingly competitive business environment in today's society, effective leadership is essential for a business to succeed in the business environment. Among various leadership styles, managerial coaching has been shown to exerted an influence on employee performance and behavior (Bakker & Demerouti, 2017). At the same time, the importance of innovative behavior in organizational success has been recognized, and people are more interest to know about how leadership styles, such as managerial coaching can influence employees’ innovative behavior. This study is purpose to explore the relationship between managerial coaching and employees’ innovative behavior, and the mediating role of intrinsic motivation and relational energy in this relationship. By the Conservation of Resources Theory (Hobfoll, 1989) and Cognitive Evaluation Theory (O'Brien & Toms, 2008), this study conducts a literature review on managerial coaching, relational energy, intrinsic motivation and innovative behavior. The study established theoretical hypotheses, research design, data collection, and data analysis to test all hypotheses. For the data collected by the questionnaire from employees in high-tech industry, traditional manufacturing industry, and financial industry of Taiwan and Hong Kong, this study uses IBM SPSS Statistics 28.0 for data analysis. The study's results prove that managerial coaching can positively affect employees' innovative behavior under the condition of intrinsic motivation mediation. Finally, not just can contributing to the literature of organizational behavior area, the conclusion, limitations and suggestions for future research directions can propose base on the findings. It also has important management implications for different organizations and managers, by clarifying the relationship between managerial coaching and employee’s innovative behavior, the importance of mediating variables in the implementation of managerial coaching, as more as showing how to cultivate a culture of innovation and develop the innovative potential of employees through managerial coaching in the organization.

Table of Content
Verification Letter from the Oral Examination Committee i
Chinese Abstract ii
English Abstract iii
Table of Content v
Table of Figures vi
Table of Tables vi
Introduction 1
Literature Review 3
Conservation of Resources Theory 3
Cognitive Evaluation Theory 4
Managerial Coaching and Innovative Behavior 5
Mediating role of Intrinsic Motivation 7
Mediating role of Relational Energy 8
Method 10
Research design 11
Research sample and data collection 11
Question and measurement scales 14
Managerial coaching 15
Relational energy 16
Intrinsic motivation 17
Innovative behavior 18
Data analysis 19
Descriptive statistics 19
Reliability analysis 20
Regression analysis 20
Correlation analysis 21
Result 21
Construct Validity 21
Descriptive Statistics 25
Hypotheses Testing 26
Discussion 29
Research conclusion 29
Theoretical implications 30
Managerial implication 32
Limitation 34
References 37
Table of Figures
Figures 1 Research framework 7
Figures 2 The Results of the Hypothesized Model 29
Table of Tables
Table 1 Respondent’s profile 14
Table 2 Measurement of Managerial coaching 16
Table 3 Measurement of Relational energy 17
Table 4 Measurement of Intrinsic motivation 18
Table 5 Measurement of Innovative behavior 19
Table 6 Results of Confirmatory Factor Analyses of the Four-Factor Model 25
Table 7 Means, Standard Deviations, Reliability, and Correlations among Study 26
Table 8 Results of Hierarchical Regression Analyses 28
Table 9 Results of the Bootstrapping Test 29

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