Coaching, Mentoring, Leadership Transformation and Employee Engagement: A Review of the Literature

: Employee engagement has been widely discussed in the study of human resource management in an effort to reduce turnover rates in a company. This article aims to review and synthesize a review of related literature on coaching, mentoring, transformational leadership, employee engagement and to see the results of research on these variables. variables to be reviewed and whether there is influence between one variable and another. This study uses a literature review by looking for references related to the variables of 20 international articles. This study provides an overview of the articles obtained by describing the influence between variables. The results of the study show that several variables have an influence on the evidence of exposure in a matrix. The employee engagement study in this literature review article explicitly focuses on supporting variables that can increase employee engagement, namely coaching, mentoring, transformational leadership.


INTRODUCTION Background to the Problem
In a human organization as one of the assets that must be maintained by the organization, how to maintain human resources or employees is certainly different from one organization with other organizations.Ways to maintain employee assets include providing bonuses, health, coaching for self-improvement in supporting work, and others.The role of managers began to change which was originally supervision and supervision has now become a direction towards coaching and focusing on coaching employees in improving performance (Huang & Hsieh, 2015), in addition, there is a leveling of the results of research in the article on coaching states that good coaching on target should be useful in a department with a procedural climate state the low (Özduran & Tanova, 2017).So coaching here can also be said to be an important tool, there is no absorbed view on how to run coaching effectively in the organization (Rosha, 2014) .
The statement of the relationship between employee performance and coaching is expressed from the results of the article research that there is a considerable difference in what is different from the results of the article about how coaching can be done, all authors agree that coaching should provide credible feedback to employees that helps them learn how to improve their performance.However, coaching sessions are largely based if not solely on supervisory observations (Ford et al., 2011).In the above relation to the set of researchers that coaching can improve employees with feedback to credible employees.
Furthermore, employees in carrying out work require assistance from the organization, this assistance can provide enthusiasm, motivation, work results, and expectations for employees Producing performance according to organizational expectations, in a research result from an article on mentoring it is stated that the use of mentoring is not only associated with work, mentoring can provide opportunities to employees to increase cultural awareness, aesthetic appreciation, and the potential to live a meaningful life (Jyoti & Rani, 2019), in addition to the revelation that mentoring helps raise employee morale and motivate them to achieve organizational goals, Through mentoring, organizations look at their employees more personally and gain knowledge about their personal and work needs (Jyoti & Sharma, 2017), existing references regarding mentorship also state to go beyond comparing individuals with and without mentors and examining differences in mentorship and mentoring relationships.(Allen et al., 2004), in addition there is a statement regarding mentoring stating that there are several studies expressed for mentoring is one of the key tools for developing human resources a (Baran & Zarzycki, 2021), from Some of the findings above, the author takes a small set, namely mentoring for existing employees and can provide enthusiasm, motivation, results work even down to organizational performance.
Human beings are related to leaders, leaders who can direct employees and run the organization according to the expectations of the owner with cool targets, Leadership style found in the results of the study related to work performance, known as transformational and transactional leadership (Naeem & Nawaz, 2017), Transformational leadership is a system that changes and changes people (Hall et al., 2002), besides that in previous research there were results states there is a significant influence between transformational leadership on employee performance (Llorens et al., 2018).It can be seen from several previous articles that transformational leadership has an influence on performance.Leadership has existed in its style, so employee attachment is very important in an organization from several existing articles with statements and research results including no It found a direct effect with the presence of leadership engagement on employee work engagement, but the opposite effect was significant the employee's perception of attractive leadership was shaped by their own engagement experience.(Nikolova et al., 2019), in addition there are research results that say, the presentation of an engagement management model that combines the main ideas of the paper and suggests new perspectives for thinking about how to encourage and manage employee engagement to achieve a high level of job performance (Gruman & Saks, 2011) , in the involvement of employees in the following statement the existence of assumptions that innovative behavior comes not only from the nature of the individual but also from the work attitude of the individual, scholars begin to pay greater attention to the attitudinal factors that help drive innovative behavior, One such factor is employee engagement, which is operationalized by the intensity and direction of cognitive, emotional, and behavioral energy (Shuck et al., 2013).From some of the results of some of the articles above regarding employee engagement, the results exist and those that have an influence on performance already exist as well, then d The nature of this article is an existing problem describing the results of the articles relating to the variables and presented.

Problem Formulation
Problems in the results of research-research from the article above to see from other articles by reviewing and analyzing the results of the analysis of each article related to variables are shown in this article.

Theoretical Studies a. Definition of Coaching
Coaching in conceptual context is related to the behavior of "starting the structure" of the leader as it relates to the focus of performance improvement set and regulated by the Coach the role and goals for their employees, On the other hand, the coach also provides support and rewards to employees related to the behavior "consideration" of the leader.(Heslin et al., 2006).In addition, supervisors may not necessarily be domain experts but can help employees gain greater competence and overcome performance barriers (Liu & Batt, 2010).Traditionally, coaching has been understood as a remedy to correct an employee's poor performance (Huang & Hsieh, 2015), as an example of coaching from the notion that coaching as a process to improve employee work performance.(Fournies, 1999).

b. Definition of Mentoring
Mentoring by definition that a mentor can provide students with functions such as guidance, role models, and acceptance (Day & Allen, 2004), Mentoring can be an effective tool in achieving business goals if The following aspects are considered: increased motivation and employee engagement, better work results, and higher efficiency of organizational processes.(Baran & Zarzycki, 2021).

c. Definition of Transformational Leadership
Transformational pemimpin stimulates subordinates to makeperceptions of leadership with a new perspective due to the presence of intellectual stimuli, pemimpin can make perceptions as individuals who can support and give attention to subordinates with individual considerations, through inspirational motivation and charisma.(Longshore & Bass, 1987).

d. Definition of Employee Attachment
The employee's individual positive feelings are a resultante of the employee's passion (Buil et al., 2019).

METHOD
Writing this article aims to review and synthesize a literature review related to employee engagement in the company so that it knows what factors can be used to increase employee engagement such as coaching, mentoring and transformational leadership.The researcher tries to read, analyze and synthesize several literature reviews from several journals.and other relevant sources of information in order to understand strategies for increasing employee engagement in a company.In this study using a literature review approach to achieve research objectives.A mini review on employee engagement was conducted by reading and analyzing 20 peer-reviewed journal articles.Can be seen in the table below.The first table displays 20 articles related to the variables to be reviewed, as follows:

RESULT
The results presented in the metric above will be all variables then the dissolution will be stated here, including that managerial practices and future research are derived from these findings (Huang & Hsieh, 2015), Coaching there is a positive correlation with satisfaction (Anghel & Voicu, 2013), Coaching in organizations and results (Rosha, 2014 ) , Important coaching in all departments (Özduran & Tanova, 2017) .Furthermore, from the presentation of metrics regarding mentoring variables with the discussion of Mentoring with other variables (Jyoti & Rani, 2019), Mentoring with other related variables (Jyoti & Sharma, 2017), Mentoring with students (Allen et al., 2004), and Mentoring with related variables (Goodwin et al., 2022).
Furthermore, the discussion of the metric above will be transformational leadership variables with discussion, transformational leadership with other variables (Qalati et al., 2022), transformational leadership with various articles and variations between variables.The next discussion of the variables Employee engagement with the results of employee and work involvement in this article is discussed and the work in this article is discussed (Nikolova et al., 2019), furthermore The results of the review literature (Shuck et al., 2013), and Employee engagement with several variables (Buil et al., 2019).
All the variables obtained to be used as review literature have been presented and obtained results and used in this article.
The depth of this review literature as an illustration for research will be dating with a model method that can be used by other researchers.