Perceived Internal Coaching and Perceived Performance: The Moderating Effect of Toxic Leadership

This study examined the relationship between perceived internal coaching, toxic leadership, and perceived job performance, seeking to determine whether toxic leadership moderates the relationship between perceived internal coaching and performance, as well as whether the managerial/leadership role moderated that same relationship. A quantitative, correlational, and cross-sectional design was adopted, based on 313 valid survey responses. The results showed that perceived internal coaching (seen to be an intermediate level of leadership and management) was positively and significantly associated with perceived performance, supporting the hypothesis that internal coaching practices can contribute to professional effectiveness through reflection, feedback, the clarification of objectives, and behavioral adjustment. Hence, internal coaching is viewed as being essential. Toxic leadership did not have a statistically significant direct effect on performance; however, it significantly moderates the relationship between perceived internal coaching and performance, indicating that higher levels of toxic leadership attenuate the positive relationship between these variables (but perhaps less than thought initially). On the other hand, the managerial/leadership role did not significantly moderate the relationship between perceived internal coaching and performance. These results suggest that perceived internal coaching constitutes a relevant developmental resource for perceived professional performance, although relational and contextual dynamics may condition its impact, such as whether the culture is more individualistic or collectivist. The presence of toxic leadership appears to weaken the potential positive effect of perceived internal coaching, reinforcing the need for broader organizational interventions, including ethical leadership practices, accountability mechanisms, and psychologically safe work environments.