TRENDS IN RESEARCH ON ORGANIZATIONAL LOYALTY AND COACHING
DOI:
https://doi.org/10.32782/psyspu/2026.1.7Keywords:
organizational psychology, loyalty, coaching, development, economic psychologyAbstract
Conditions of staff shortages, high workloads, and widespread burnout indicate a need for tools that support employee well-being and strengthen their connection to the organization. The aim of this paper is to examine the key characteristics of current research trends in organizational loyalty and coaching. The article examines the changes and qualitative complications in management processes that lead to the need to train and develop a new type of manager. Modern managers need to possess not only professional competence and advanced management skills and abilities, but also the ability to creatively and effectively solve new and unexpected management problems and conflicts. The new socionomic reality requires a rethinking of the role of the manager in the organization and the introduction of new approaches to their training and development. Among the effective approaches identified by researchers is coaching, which has been shown to contribute to the reduction of burnout and the enhancement of well-being. In the leadership context, coaching is associated with favorable changes in burnout levels and components of work engagement, while digital coaching formats are linked to positive dynamics in selected indicators of psychological health. Organizational loyalty is closely related to employee engagement and intentions to remain with the organization, whereas destructive interactions, including workplace bullying, increase turnover intentions by weakening organizational commitment. Furthermore, psychological well-being, perceived support, a sense of belonging, and psychological capital are associated with higher levels of loyalty and a reduced risk of staff turnover. Leadership style and organizational culture serve as key contextual factors shaping these relationships and determining the quality of interactions within work teams. Conclusions. Coaching, as an effective technology for the development of managerial competence, acquires particular importance in contemporary organizational contexts, as it ensures the systematic and comprehensive development of professional and personal qualities essential for successful managerial activity. Coaching may enhance employee retention by reducing burnout, fostering supportive leadership practices, and improving the socio-psychological work environment
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