The present study investigates relationships between managerial coaching behavior and employee role clarity, attitude, and performance‐related responses. Using data from a sample of 234 South Korean employees in a private conglomerate, structural equation modeling analysis was conducted to test the hypothesized conceptual model. The results found support for the proposed model and core structural relations, such that managerial coaching had a direct impact on employee role clarity and satisfaction with work and an indirect impact on satisfaction with work via role clarity, organization commitment via satisfaction with work, and job performance via role clarity. The study provides empirical evidence for managerial coaching effectiveness, the identification of mediating mechanisms between managerial coaching and employee work‐related outcomes, and finally cultural contexts and perspectives to managerial coaching practice. Implications of these results for theory and practice and directions for future research are discussed.