Causality orientations, coaching-based leadership and emotional exhaustion: a dual-pathway model based on self-determination theory

Purpose This study examines how individuals' causality orientations formed early in life and coaching-based leadership (CBL) jointly predict emotional exhaustion (EE) among Generation Z employees in China. Drawing on Self-Determination Theory (SDT) and its sub-theory, Causality Orientations Theory (COT), the research explores how personal dispositions and leadership styles affect the satisfaction or frustration of basic psychological needs (autonomy, competence and relatedness) and how these need experiences shape motivational regulation and emotional well-being. Design/methodology/approach Using survey data from 200 Chinese Gen Z employees and structural equation modeling, the study reveals three key findings. Findings (1) Autonomous orientation predicts need satisfaction, while control orientation predicts need frustration; (2) CBL enhances need satisfaction and mitigates need frustration; and (3) need satisfaction fosters autonomous motivation and reduces EE, whereas need frustration fuels controlled motivation and heightens exhaustion. These findings underscore the distinct roles of need satisfaction and need frustration as separate pathways (hindrance versus resource-building) to EE. CBL emerged as a critical contextual factor that not only promotes motivation and psychological resilience but also buffers against the detrimental effects of controlling work environments. Practical implications Practically, the findings suggest that organizations should adopt autonomy-supportive leadership practices to reduce EE and promote sustainable autonomy orientation among younger workers. Originality/value The study advances SDT and COT by integrating dispositional and contextual factors into a unified framework. It highlights the psychological vulnerability of Gen Z employees in China, where controlled causality orientations may be more culturally reinforced.