In the context of globalization and heightened competition, organizations face the ongoing challenge of fostering innovation and creating environments that promote collaboration and the exchange of knowledge. Leadership is a key driver in developing a culture where employees actively share knowledge and engage in innovative activities. This study employs a quantitative approach to explore how coaching leadership (CL) influences employees’ knowledge sharing behavior (KSB) and innovative behavior, with employee well-being (EWB) acting as a mediator. The research sampled 181 employees from private banking institutions in Indonesia. Results indicate that CL positively impacts EWB, which subsequently enhances KSB. Moreover, EWB was found to significantly mediate the effect of CL on both innovative behavior and knowledge sharing, highlighting its central role. These findings suggest that prioritizing employee well-being through coaching-oriented leadership not only enhances employees’ personal quality of life but also fosters a more innovative and collaborative workforce. The study emphasizes the practical importance of adopting coaching leadership practices to cultivate well-being, thereby strengthening organizational innovation and knowledge-sharing practices.
