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.