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Coaches lead through motivation and support, whereas managers direct using procedural, formal, and transactional methods. While some situations may call upon a more managerial style, a coaching style can often be more effective. As Lumsden, Lumsden & Wiethoff (2010) point out, managers believe in their superiority, and often use fear-driven methods to induce compliance. Rating my past supervisor along the twelve points outlined by Lumsden, Lumsden & Wiethoff (2010), I can see that the person was more of a manager than a coach. This supervisor acted like he knew all the answers, and pointed out errors in our work rather than motivating us to learn (Point4; Point 6). Also, this manager was a stickler for the rules and did not seem to recognize the big picture.
Because of my experiences with ineffective managers, I have evolved a greater appreciation for the coaching style of leadership. I believe in the power of transformational leadership, which uses coaching as one of its tools for getting results. A good coach can motivate members of the team to contribute their own creative ideas, thereby allowing the team to come up with solutions that are possibly much more cost-effective and efficient than those that a more narrowly focused manager might have. I believe in celebrating learning, and allowing other people to come up with their own solutions, trusting that their process is going to be effective even if it might be different from my own. Finally, I tend to engage others in dialogue, rather than simply telling others what to do. In many ways, it can be more challenging to be a coach than a manager but it can also be many times more rewarding.
References
Lumsden, G., Lumsden, D., & Wiethoff, C. (2010). Communicating in groups and teams: Sharing leadership. (5th ed.). Boston, MA: Wadsworth Cengage Learning.
Management and Leadership Impact of management and leadership The aspect of management and leadership are very crucial in the success of any organization as long as they are practiced in the right manner and leadership as well as management tenets are put into proper use. These two principles cannot do without each other and they have a kind of symbiotic relationship where one cannot efficiently operate without the presence or influence of
leadership and change management are very crucial factors in the determination of an organization's success. One of the main causes of organization failure is poor leadership. This coupled with the lack of appropriate change management program can quickly send an otherwise profitable business venture into the dreaded domains of bankruptcy and losses. This paper is therefore dedicated to the investigation of the effects of leadership and change management on
Leadership, according to La Monica (1938), is when a person has authority that is recognized by others, and the person has followers/subordinates under them, who believe that the person will assist them in attaining certain goals (carrying out specific objectives for the followers). Furthermore, anyone that is willing to assist and help others could be referred to as a leader (p.8) Leaders see what others do not Most leaders have
By integrating aspects of transformational leadership into his leadership, Alonso would have inspired his crew to follow him while also becoming leaders by themselves. However, this could have only been made possible if his thoughts, feelings, and actions were consistent. As a leader of change Alfonso should have shown some element of connection to himself, the world, and the people around him and be grounded in reality. He ought
It is the balancing of tools within the rubric of employee-supervisor roles that requires one use different managerial techniques in order to solve the problem at hand. Similarly, find ways to build and increase trust between members of the group and management and group. REFERENCES Blake, R. And Mouton, J. (1985). The Managerial Grid III.: The Key to Leadership Excellence. Houston, TX: Gulf Publishing Company. Boulgarides, J. And Cohen, W. (2001). Leadership
By providing 'Role clarity' formalization eliminates the confusion pertaining to 'who does what' in an organization. Formalization also results in 'specialization of tasks'. Formalization is a process by which organizations try to standardize employee behavior. Larger organizations are generally more formalized due to greater manageability. The downside of formalizing is well-known. If an organization wants to implement formalization it would be met with resistance. Managing employee resistance will be a