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Further, it can also be noted that initially, I took coaching to be a critical undertaking in the development of skills as well as talents of leaders and executives. This is a view which has also been reinforced by my recent readings of the relevant texts. Just like I believed in the past, executive/organizational coaching enables executives to respond to various pressures in addition to meeting a wide range of organizational goals in an increasingly dynamic working environment. Hence in a way, one of the main purposes of coaching remains the development of skills and other competencies. This is a view I held in the past and which has further been enhanced or reinforced today.
However, it is important to note that I had a somewhat limited view of the purpose of an executive/organizational coach in so far as nurturing skills and talents of leaders is concerned. In this case, I assumed that the role of coaches was largely limited to the enhancement of existing skills of leaders. However, based on my current enhanced view, some situations like the promotion of an individual to new leadership or management positions call for the development of an entirely new set of leadership skills. Thus coaches...
With organizations slowly coming to terms with the need for learning and skill development in an organizational setting, coaching is expected to play a critical role in organizational transformation going forward.
References
Flaherty, J. (2010). Coaching: Evoking Excellence in Others, 3rd Edition. Burlington: Routledge
Goldsmith, M. & Lyons, L. (2006). Coaching for Leadership: The Practice of Leadership Coaching from the World's Greatest Coaches, 2nd Edition. San Francisco: John Wiley & Sons.
Hudson, F.M. (1999). The Handbook of Coaching: A Comprehensive Resource Guide for Managers, Executives, Consultants, and Human Resource Professionals. San Francisco: Jossey-Bass Publishers.
Peltier, B. (2010). The Psychology of Executive Coaching, 2nd Edition. New York: Taylor and Francis.
Mood in this context attaches meaning to an individual's prevailing circumstances. In regard to our case, Joe's mood is littered with frustration regarding the uncooperative nature of his business and marketing peers. His frustrations further emanate from having his requests questioned every other day by his business and marketing peers. Joe's frustrations in this case can be seen as a function of the reorganization. Lastly, we have future possibilities which
For example, an employee should be categorized on his or her ability to move up the corporate ladder, and the timing of such a move. If Coach wishes to enter India in 2011, then, the company would know which among the firm's managers is able to move into one of the new roles today, and which might be able to move into such roles in the future. The second policy
While this class of Russians was known for its fascination with luxury brands, there is evidence that Russia's newer wealthy class are shifting their tastes to more independent looks (Groskop, 2008). The target market therefore is going to be part of the older demographic, for whom luxury brands are directly equated with status and style. In Russia, these will tend to be females in millionaire families, aged 35 and up.
Each level influences and is influenced by those around it." (Costa, Kahaneo, Lipton, et al., 2001, p. 2). Once the teacher understands how their performance and their teaching ability relate to the outcomes of the school as a whole, they will be able to understand the need for peer observation and coaching. They desire better outcomes for the school, but they are not accustomed to the openness of the peer
Again, it is not simply good enough to have a policy that addresses the need for a broad, systematic outline of changes to the telecommunications network, such as is the case with Coach, Inc. But rather, it is imperative this policy address both the broad policy issues (strategies) and the daily integrations of this new policies within various aspects of the organization (tactical)(MILLER 2003). The third component of this methodology
Leadership and Human Resources Sunflower Electric Power Corporation certainly had compelling circumstances that motivated management to pursue cultural change. Having recently undergone debt restructuring and charges of mismanagement and corruption, employee morale was at an all-time low. The major priority for the company was to completely change its corporation culture with a huge emphasis on interpersonal relationships. The culture of Sunflower was a command-and-control culture characterized by authoritative and conservative leadership. This