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Critical Reflactions On Leadership Skills
Coaching and development
Leadership and influencing skills
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Goals of Executive Coaching
The principle of coaching is to provide the tools and practices which alter the client’s structure of interpretation (Flaherty, 2011). As a matter of convention, the traditional coaching relationship is generally focused on the achievement of specific executive related goals. The coaching process will normally address the individual behavior that causes managerial or personal conflict and attempt to modify that behavior. Today, one of the key roles of a leader is to help their subordinates modify their behavior to improve their productivity, contribute more to the growth of the company, and to become a peak performer within the organization (Kilburg, 1996).
The coaching process is further designed to improve specific competencies and address those behaviors that impede job effectiveness. Popper and Lipshitz (1992) describe the coaching process as containing two elements, (a) improving performance at the skill level, and (b) establishing a relationship that enhances the executives’ psychological development. The goals of executive coaching are further expanding, evolving, and developing as more executives seek coaching for a myriad of different reasons. Collectively, the goals of executive coaching involve increasing individual competence and boosting the self-esteem of the client.
Factors in Executive Coaching Outcomes
There are many factors existing in executive coaching which will affect the outcome. The strongest influencers of success in the coaching process are usually related to the client, the coach, the coaching relationship, and the organizational environment. A review of the most influential factors in the coaching process will be analyzed.
The Client
Mandated coaching can often cr...
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...finition of executive coaching. Consulting Psychology Journal: Practice And Research, 48(2), 134-144. Doi: 10.1037/1061-4087.48.2.134
Newsom, G., & Dent, E. B. (2010). A work behavior analysis of executive coaches. Academy of Management Annual Meeting Proceedings, 1-6. Doi: 10.5465/AMBPP.2010.54484915
Peltier, B. (2009). The psychology of executive coaching: Theory and application (2nd ed.). New York, NY: Taylor & Francis.
Popper, M., & Lipshitz, R. (1992). Coaching on leadership. Leadership & Organizational Development Journal, 13(7), 15-18. Retrieved from http://xt6nc6eu9q.search.serialssolutions.com/?ID=DOI:10.1108%2f01437739210022865&genre=article&atitle=Coaching+on+leadership.&title=Leadership+%26+Organization+Development+Journal&issn=01437739&isbn=&volume=13&issue=7&date=19920101&aulast=Popper%2c+Micha&spage=15&pages=15-18&rft.sid=EBSCO:PsycINFO:1993-31485-001
AC 2.4 Recognise any potential barriers to coaching in the workplace and explain suitable strategies to overcome these barriers. There are many potential barriers in the workplace that will stop coaching dead in its tracks if allowed to do so. These must be recognised and overcome where possible with a more “let’s not look for obstacles not to coach” and a more “let’s find a solution to do it” frame of mind! If you are working for a company where the leadership method is that of telling individuals how things are done and where “red tape” is key you will find that the company conflicts with the principles of coaching conflict.
Personal coaching as defined by Biswas – Diener (2009) is a professional relationship in which coaches work with clients to facilitate experiential learning and improve functioning and performance, of in the context of working toward specific goals. Some core assumptions that people have an innate capacity to grow and develop a focus on mutually agreed upon goals, and an understanding that the relationship is relatively equal and collaborative as stated by the author (2009). Some techniques that are in seen during a coaching process include but are not limited to the following list as provided by the author: active listening, the use of powerful questions which are based on broad and open-ended to raise awareness of the client to take stock of their values and resources, cognitive tools are used to reframe negative interpretations, use different types of encouragement tools, and that clients are held accountable (2009). The topics that will be discussed in this paper include what skills do I current have, which skills need to be develop, my comfort level and effectiveness, coaching approaches (including methods and tools), any challenges about coaching and finally how coaching relates to my professional career.
The Effective Manager: Perspective and Illustrations. Ed. Jon Billsberry. Thousand Oaks, CA: SAGE Publications: 287-294.
Whetten, David A., and Kim S. Cameron. Developing Management Skills. Upper Saddle River: Pearson Education, 2007. Wikipedia, Contributors. Forming.
The coaching process is a very complex endeavor, created to change the course of things is someone’s life. Besides this, it is a very well-organized process. You cannot skip a stage or be shallow about another, because the outcome of the coaching process will not be the desired one. Besides this, not everybody finds it easy to make changes in their lives, even if those changes will bring greater benefits. Thus, it is important for a coachee to go through each step of the coaching process thoroughly and not pass to the next one without completing the previous. Below you will find the 4 essential stages of the coaching process.
Yukl, G. (2002). Leadership in organizations. Upper Saddle River, NJ: Prentice Hall. p. 1-19. Retrieved from http://www.blackdiamond.dk/HDO/Organisation_Gary_Yukl_Leadership_in_Organizations.pdf
...S. (2005). Literature review: Coaching effectiveness - a summary. Retrieved from Research into Leadership website: http://literacy.kent.edu/coaching/information/Research/NHS_CDWPCoachingEffectiveness.pdf
Leaders: Strategies for Taking Charge is an organizational management book written by Warren Bennis and Burt Nanus for those who aim to become better leaders. The authors emphasize that having executive positions or being a manager does not automatically make one a leader. A leader is one who inspires his staff, helps them find purpose in their work, and effectively implements their plans. They separate the book not quite into chapters on different topics, but rather by four strategies that they have determined are vital for any leader to take on. The strategies are effectively defined as attention through vision, meaning through communication, trust through positioning, and the deployment of self.
The goals include training on leadership. The objective is for management to gain the proper skills to effectively lead teams, resolve conflicts, and better their management abilities. The training will address employee turnovers to low wages, effective communication strategies, and effective leadership. Management will become more strategic in selecting the right candidates to fill positions. The knowledge and skills attained will be that managers will become better leaders by becoming more empathetic. Employees will begin to feel appreciated and become more motivated. As a result, the company’s morale will be boosted and there will be less consumer complaints about bad customer service.
From researching the benefits of Induction and coaching and also looking into techniques and procedures, I recognise that the achievements of businesses can be greatly advanced. As an aspiring team leader I believe I now understand the process’s and benefits of induction and coaching, which will allow me to develop team members, with the aim of instilling Romec’s core values, making the teams I lead safer, more efficient, and more profitable.
Hall, Peter, & Norris, Peter. (1993). Learning for leadership. Leadership & Organization Development Journal, 14(7), 35. Retrieved August 25, 2011, from ABI/INFORM Global. (Document ID: 81758).
Having completed this project, I have learned that coaching can be interconnected with the business and emotional aspect to provide life-changing results. Furthermore, I have learned that coaching is a new helping field that is on the rise. Coaching does not only focus on the client’s goal but also on a partnership between the coach and the client. Having that interpersonal connection with the client creates a strong rapport between the two parties.
Northouse, P. (2010). Leadership: Theory and practice (5th ed.). Thousand Oaks, CA: Sage Publications, Inc.
Most coaches today are equipped and have a God-given ability to coach people to change. Collins (2009) says, “Whereas some people seem to be innately gifted in this area, all of us can learn to be effective. It starts not with techniques but by understanding the characteristics of an effective coach and building these into our lives” (pg. 33). These characteristics are foundational for establishing both professional credentials and personal credibility. In fact, this calling is not a surface calling but one that has been instilled and proven by the kind of life that the coach lives and is simulta...
Lussier, R.N. & Achua, C.F. (2010). Leadership: Theory, application, skill development (5th ed.). Mason, OH: South-Western.