The purpose of this study is to verify the influential relationship of coaching leadership on employee engagement and to investigate the mediating effect of learning agility and job crafting in that relationship. To this end, a total of 223 responses were obtained from employees working at companies in Vietnam by conducting a survey on the Internet. The results of the study are as follows:

First, coaching leadership had a significant positive effect on the employee engagement. Second, coaching leadership was found to have a significant positive effect on learning agility. Third, coaching leadership was found to have a significant positive effect on job crafting. Fourth, learning agility was found to have a significant positive effect on job crafting. Fifth, job crafting was found to have a significant positive effect on employee engagement. Sixth, it was found that learning agility did not have a significant effect on employee engagement. Seventh, job crafting was found to significantly mediate the relationship between coaching leadership and employee engagement. Eighth, job crafting was found to significantly mediate the relationship between learning agility and employee engagement. Finally, it was confirmed that learning agility and job crafting have a dual mediating effect on the relationship between coaching leadership and employee engagement.

The findings of this research suggest that leaders should show coaching leadership which leads to a higher level of employee engagement by increasing their learning agility and providing opportunities for job crafting.