教練型領導是通過鼓勵、指導、授權等方式樹立工作目標，最終實現領導者和員工之間相互促進以及共同發展。透過提高組織創新活力，來提高組織承諾，使員工達到對企業有緊密的關係，並且提高創新活力，以利組織面對環境改變越來越快速的問題。
本研究之搜取樣本方法使用便利抽樣方式，而研究對象為台灣企業之員工，須在公司滿3個月以上工作經驗，並具有團隊經驗，以網路問卷發放，共回收452份問卷，刪除無效問卷後共409份，有效問卷之回收率為90.48%。在統計數據顯示，假設一為教練型領導對整體組織承諾具有顯著正向影響(β=.712 , p < .001)，故假設一成立。假設二教練型領導對整體組織創新活力具有顯著正向影響(β=.749 , p < .001)，故假設二的推論成立。假設三組織創新活力對整體組織承諾具有顯著正向影響(β=.846 , p < .001)，假設三的推論成立。假設四組織創新活力中介教練型領導與組織承諾之間在加入組織創新活力的中介變項後，教練型領導對組織承諾的影響力下降(β= .712 , p < .001、β= .183 , p < .001)，故假設四成立。
根據上述的假設成立給予實務上的建議，首先，在現今大數據時代的來臨，若組織內部的領導者具有教練型領導風格，可以帶給員工更高的組織承諾；在面對需要快速創新的產業與組織，教練型領導能夠促進組織創新活力，是組織面對創新更有動能；在組織中的組織創新活力的程度越高，會更吸引組織內部的成員提高歸屬感與承諾；在了解組織創新活力中介於教練型領導與組織承諾之間，可以更能夠了解，組織內部員工對於領導者與組織需要能夠帶來協助與好的溝通才有辦法讓員工有所歸屬。

Coaching leadership helps employees establish work goals through encouragement, guidance, and authorization in order to achieve mutual promotion and development between leaders and employees ultimately. Increasing organizational commitment by improving organizational innovation vitality will make employees build a close relationship with the company and increase innovation vitality, which will be beneficial to the organization to face increasingly rapid environmental changes.
The method of searching and sampling in this research uses convenience sampling, and the research object is employees of Taiwanese companies, who must have at least 3 months of teamwork experience. This research uses online questionnaires .452 questionnaires have been collected and 409 copies were obtained after the exclusion of invalid questionnaires. The recovery rate of valid questionnaires was 90.48%. Statistical data shows that H1, coaching leadership has a significant positive impact on the overall organizational commitment (β=.712, p <.001) was supported. H2, coaching leadership has a significant positive impact on the overall organizational innovation vitality (β=.749, p <.001), was supported. H3, the innovation vitality of the organizations has a significant positive impact on the overall organizational commitment (β=.846, p <.001), was supported. H4, Organizational Innovation Vitality could mediate Coaching Leadership and Organizational Commitment. After the mediating variable of organizational innovation vitality is added, the influence of coaching leadership on organizational commitment decreases (β= .712, p <.001, β=. 183, p <.001), so H4 was supported.
Based on the above assumptions, we will give practical suggestions. First of all, with the advent of big data, if the internal leader of the organization has a coaching leadership style, it can bring employees higher organizational commitment; in the face of the need for rapid innovation in the industry and organizations, coaching leadership can promote organizational innovation vitality, and the organization is more dynamic ; the higher the organizational innovation vitality in an organization, the more attractive the members of the organization will increase the sense of belonging and commitment; in understanding the organizational innovation vitality between coaching leadership and organizational commitment, you can better understand that employees within the organization can bring assistance and good communication to the leader and the organization's needs.

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