Examining different coaching styles is becoming more important for organization management looking to enhance operations in workplace settings. Although substantial empirical evidence showed coaching is positive to organizational outcomes, there is no conclusive evidence of what factors make one coaching style superior to the other. I will introduce how specific leader's coaching behaviors align with the way the subordinate wants to be coached from the perspective of knowledge donating and collecting. I will also discuss what and how to make coaching effective towards subordinates with different social cognitive characteristics.