Theory Of Organizational Coaching

Introduction In any organisation, a good leadership is important to motivate their subordinates, bring the organisation forward and achieve its goals. A good leader has a clear vision and passion to influence their followers. Job satisfaction and organisational commitment are important factors in determining organizational efficiency. Robbins & Judge (2013) defined leadership as the ability to influence a group toward the achievement of a vision or set of goals and to perform at their highest capability (Rad and Yarmohammadian, 2006).

Coaching is an informal approach to an individual’s development based on close relationship with another person who is of expertise to company thus acting as an immediate manager Brockbank & McGill (2006). Managers are expected to be good coaches to their team members and mentors to their employees. Performance appraisal identifies the areas where coaching is necessary and encourages managers to take an active coaching role. Whitmore (2009) pointed that coaching is a continuous occurrence in an organization. Coaching enable employees to improve their performance and motivation through ongoing dialogues with the coach as a result strengthening relationship which reinforce comment amongst employees and the organization due to a favourable working environment Passmore (2010).

Coaching ● Definition: “The most important attribute of any coach is that they want to help the person or people they are coaching to learn. A good coach doesn't see themselves as an expert able to fix all problems and having all the answers.

To avoid personal bias, a leader should not only rely on self-assessment. I refer to Belbin’s team role questionnaire I did in the LPDCM class, feedback from the team, and assessment result from a consultant when I worked as an HR Director, to identify my strengths and weakness. I am aware that I have high work standard, high motivation, enjoy building a partnership, driving execution and innovation to deliver my commitment. However, I should better delegate the task and not to worry too much about the outcomes/perfection, which could result in giving too much pressure to my team. Even though my CP team enjoys our group work, I may stretch them with some pressures for detail and

There has been much debate on the differences and similarities of coaching and mentoring. Coaching and mentoring are used for a variety of purposes to develop managers and leaders. They support change in the working environment, help to reduce stress, develop independence and improve performance and skills. How successful these can be for an organisation will depend on a number of factors: the culture of the organisation, the skills of the mentor or coach and the importance placed on learning and development within the organisation. Mentors are generally seen as more experienced members of an organisation who share their experience with less-experienced colleagues, to support their development.

Leadership Assessment According to the Leadership Styles Assessment, it is apparent that I possess an inclusive mixed style of management (Rockhurst, n.d.). The assessment confirms that my methods of leadership are visionary and coaching. Comparably, I agree with the outcome of the evaluation because, throughout my years of supervising, colleagues have described me as a person who possesses the ability to direct individuals toward a new direction. I have been the catalyst to draw constituents into vision while engaging my team with empathy and self-confidence.

  9.0 Conclusion   In conclusion, there are several leadership styles that I can relate to. However I feel that my constant pursuit of self improvement of my skills and recognizing my strengths-taking opportunities to improve them. As for my challenges, seek coaching and mentoring assistance, attend workshops, seminars and conferences that are conducive to my leadership skills and maintain

These definitions capture the vital elements of coaching Whitmore (2002) highlights the “person’s potential to maximise their own performance”, and also highlights an important aspect of coaching, that is the coach’s belief about human potential and that this belief will make a difference to the process. The coach must see the client in terms of their future potential, not their past performance. Grant (1999) describes the collaboration, the one to one conversation that takes place between coach and coachee. It is a systematic process facilitated by the coach which has a focus on solution and results and aims to enhance performance, experience and personal growth. The enhancement is achieved by action and goal setting.

One of the important keys to the success of the organization is the leadership. Leadership refers to the leaders’ use their influence strategies to members’ so that they have the intention to help others in their work group stated by (Sparrowe et al., 2006). Furthermore, previous studies directly use simple influence strategies that will bring member compliance or resistance (Sparrowe et al., 2006). In addition, they also argued that direction of the relationship between simple influence strategies and members’ helping behavior in order to improve the relationship between leaders and members. The primary idea of the previous research in the combination of the group commitment model from (Sparrowe et al., 2006).

A great number of researchers and top level management have recently come to acknowledge the significance of emotional intelligence (EI) in the success of an organization. A number of research studies have established relationship between Emotional Intelligence and effective leadership, team success and employee performance. Instead, management is waking up to the fact that their success is directly related to their ability to work productively with employee emotions. They are realizing that emotions directly influence competitive advantage in today’s marketplace. We do not typically hear about the important role that emotional intelligence

By providing individuals and the organization with the necessary motivational tools to effectively problem-solve, improve the decision-making process, manage stress, improve group dynamics, enhance creativity, build strong relationships, provide effective leadership, and positively manage emotions to improve working conditions, job performance, increasing job satisfaction, enhancing and developing positive work relationships, and improving general well-being (Boss & Sims, Jr., 2008; Cartwright & Pappas, 2008; Clarke, 2006; Froman, 2009; Hunter, 2012; Jeffries, 2011; Khalili, 2012; Linley, Govindji, & West, 2007; Money, Hilenbrand, & da Camara, 2008; Parker, Bindl, & Strauss, 2010; Slaski, & Cartwright, 2003; Tesone, 2005; Welch, Grossaint, Reid, & Walker, 2014; Zeidner, Matthews, & Roberts,

Darren Turner RWK0039 Understanding good practice in workplace coaching Understand the context for effective workplace coaching AC 1.1 Describe and define the purpose of workplace coaching Coaching is an increasingly popular tool for supporting personal development in individuals as it tends to be carried out in a one to one situation and is seen as less formal as training. The aim of coaching is to allow the person being coached to gain awareness and insight rather than directly telling them what to do or even what they should learn, in this scenario the coach does not usually give direct advise as this would be training rather than coaching , which are two different aspects of learning and teaching.

Melaleuca Refugee Centre is constituted as a community–controlled, nonprofit organization with non-political or religious affiliation which has been providing services to torture and trauma survivors in Northern Territory, Australia since 1996.The association is one of the members of the forum of Australian services for survivors of Torture and Trauma (FASSTT). The FASSTT is a group of Australia’s eight specialist rehabilitation agencies that helps to reduce the impact of torture and trauma on individuals, families and communities. These agencies helped close to 16,000 individual survivors of torture and trauma from 114 countries speaking 119 languages in Australia in the year 2013/14. The Melaleuca Refugee Centre usually works for resettlement and healing of refugee survivors of torture and trauma, their families and community through confidential, high-quality and holistic services. It was first

The summer before my Senior year, I worked as a Lifeguard, a job that holds more challenge and importance than any other job a high schooler could hold. Before I could even work as a lifeguard, I spent a month certifying myself along with others who would later become my colleagues. From training we learned the basics: Basic Life Support, First Aid, and Emergency Oxygen, valuable knowledge for people who held the lives of patrons in their hands. But the most important thing we learned, was the value of teamwork and coordination. All the skills we learned were useful by themselves, but they would account for nothing in a actual situation if chaos ensues.