Coaching is a leadership style where the leader defines the roles and tasks of his followers but also encourages inputs and suggestions from them. Leaders who adopt the coaching form of leadership have several characteristics. First, they are generous with their time as they dedicate their energy and attention to their subordinates. Second, the leaders are optimists and strive to see the best in every subordinate. The leaders strive to bring out the best in every employee rather than focusing on their flaws. Coaching leaders also have high levels of self-belief and confidence and believe they have the potential to improve a subordinates personal and career life (Kumar, & Meenakshi, 2009). The leaders are also flexible and resilient as they give their subordinates an opportunity to make mistakes and subsequently affect operations in the organizations. The leader is flexible enough to accommodate disappointment and setbacks arising from an employees action.
Body
The coaching leaders encourage two-way communication although he remains as the ultimate decision-maker. Coaching leaders are very engaging in developing their followers. The leaders engage their employees in determining their (employee) strengths and weaknesses. The leaders then help the employee to make logical personal and career aspirations that fit their strengths. Similarly, a review of the employee weaknesses enables the leader, and the employee establishes ways to overcome the weaknesses so that they are productive (Madlock, 2008).
Coaching leaders are motivators as they encourage employees to establish realistic long-term goals as well as an effective plan to attaining them. Overall, a coaching leader provides his employees with plentiful instruction and feedback thus enhancing continuous personal and career development. Coaching leaders are also excellent at delegating duties to their employees (Hicks, & McCracken, 2013). The coaching leader gives his employees an opportunity to learn and acquire new skills by taking up difficult tasks. The coaching leader has not problem slowing down a project so as to impart his employees with essential skills. Unfortunately, the delegating and time- consuming aspect of the coaching type of leadership makes it an unfavorable option among many leaders. Most leaders argue that they work under high pressure and with tight deadlines and thus have no time to waste. Such leaders perceive teaching and delegating of difficult tasks as a time-wasting activity.
The coaching form of leadership appears time-consuming, but its long-term effect is positive. The leadership fosters employee performance as the leader constantly engages his employee on improving results. The provision of dialogue and constant constructive feedback enables the employee to improve which then results in overall organizational performance (Farooq, & Khan, 2011). The employees become aware of the broader organization vision and 바카라사이트 understand their role and how they fit. The coaching form of leadership style is thus effective in an organization where the employees are willing to learn. A willing-to-learn employee pool is flexible to changes and is ready to learn from its mistakes. In contrast, the coaching style of leadership is ineffective in an environment where employees show little or no interest to learn. The employees would be resistant to change as well as the adoption of new learning opportunities. Similarly, the employees would perceive the leaders constant interaction with them as a form of intrusion rather than an opportunity to seek guidance (Desmidt, 2012). The employees will also perceive delegation as the provision of additional and unnecessary work, and they will strive to resist it.
One year ago, I had an opportunity to work as an intern at company Z. My supervisor was the best example of a leader with the coaching leadership style. From the first day, my supervisors saw that I had the potential to be a productive employee and made sure I knew. He perceived mistakes as learning opportunities. I had an opportunity to make errors and correct them without fear of rebuke and intimidation. I noticed that the supervisor had a lot of patience and gave all employees a chance to attempts tasks and learn from their success or failure. The supervisors also encouraged communication and consultation. For instance, when assigned a project, he would involve himself with the team and participate in the planning process. He would give suggestions but would still allow the teammates to offer alternatives. The team then discusses the options and makes an independent decision. Effective communication enhanced teamwork as I realized that all employees were willing to assist where necessary. The office also had regular office meetings that were organized and managed by employees. In the meeting, employees discussed how to improve the organization and the work environment to enhance productivity. The supervisor took note of the concerns mentioned and where possible, implemented corrective measures.
Conclusion
Coaching is a leadership style that leaders should consider adopting within their organization. The style has immeasurable long-term effects that the employees and the organization can enjoy if effectively implemented. Coaching leadership helps develop employee skills, confidence and knowledge which can result in an improvement in employee motivation, and loyalty. However, the leadership style must be adopted in an environment where the employees are willing and capable of learning so that it is effective.
References
Desmidt, B. (2012). Inside-out leadership: how to master the four principles of effective leadership. Xlibris Corporation
Farooq, M., & Khan, M. A. (2011). The impact of training and feedback on employee performance. Far East Journal of Psychology and business, 5(1), 23-33.
If you beloved this article and you would like to get a lot more facts about 카지노사이트쿠폰 kindly pay a visit to the web page. Hicks, R., & McCracken, J. (2013). Coaching as a leadership style. Taylor & Francis
Kumar, A. & Meenakshi, N. (2009). Organizational behavior: a modern approach. Vikas Publishing House
Madlock, P. E. (2008). The link between leadership style, communicator competence, and employee satisfaction. Journal of Business Communication, 45(1), 61-78