Coach
Essays

Effective Performance Appraisals for Business

Employee training involves learning done by an employee. It seeks a permanent change in the employees that lead to the improvement of their job performance. Employee training involves changing how an employee works, their attitude towards work, the people they work with and towards the organization. This paper is on employee training and career development.

Children in Sports; From a Biopsychosocial Perspective

Student retention has long been a concern for colleges and universities. In 1924, W.S. Brooks' article, "Who Can Succeed in College," admonished "college men" for "this wholesale dropping of students." The high school…

Abstract Essentially, coaches should ideally possess some core competencies. Indeed, it is these competencies that bring about a situation whereby the need to attain organizational objectives is matched with concern for people. In this text, I concern myself with competencies considered critical for successful executive coaching. It can also be noted that in some cases, the executive coaching program does not appear to be successful. In that regard, this text will also highlight some of the factors often blamed for negative coaching outcomes.

¶ … Cuban Swimmer (1984) -- an Abusive Trainer-Athlete Relationship

Troubled by a Large Number of Coaches Breaking their Contracts

Crisis Intervention Practice Session "When you can accurately hear and understand the core emotional feelings inside the client and accurately and caringly communicate that understanding to the client, you are demonstrating effective listening…" (Bracewell, et al, 2010) Introduction – Overview of the Session The client in this case is unable to stop consuming alcohol and in fact she smelled of alcohol prior to arriving at the session. The positive part of this session, seen from the outset, is that she has decided to seek help for her addiction. A woman in her fifties may be going through or approaching menopause, and she is certainly going through changes as she moves into midlife. But given that she has a problem with alcohol, any other issues pertaining to her life and in effect dragging her down from where she once was are exacerbated by the drinking obsession. Some very creative and proven strategies are needed in this therapy; the basis for those strategies will be cognitive behavioral therapy.

Describe Mr. Selleck's expatriate entry into Japan and his reentry to the U.S.A. How did this global assignment effect his professional career?

The likeability of a manager will determine how effective they are on transactionally-oriented tasks while also being a very accurate predicator of hwo effective they will be in more transformational roles in an organization. The intent of this analysis is to define likeability from a leadership standpoint, illustrating how this aspect of a leader's personality must be authentic, transparent in approach and genuine in how a leader earns and keeps the trust of subordinates, peers and superiors. A likeable person is by definition one that is known for their friendliness or the ability to create an ongoing dialogue that includes a significant level of self-disclosure and ability to communicate with accuracy, clarity and honesty (George, 1995). A likeable leader is one that has the ability to combine friendliness, relevance of communication to others, empathy or the capacity to feel what others are also feeling ands enunciate those emotions, all unified by a very strong level of authenticity, integrity and realness (Gabriel, Griffiths, 2002). All of these factors together define a likeable person, and add in the willingness of a leader to self-sacrifice, create and stay consistent with roles in an organization that capitalize on the unique strengths of an associate, and a strong foundation of transformational leadership begins to emerge. One of the key findings of this study is that to the extent a manager has the ability to create and sustain a high level of trust with subordinates is the extent to which they are able to also sustain transformational leadership in a team. While leaders have varying levels and depths of skills that contribute to their ability to be transformational in the scope of their work, those with demonstrated high levels of emotional intelligence (EI) combined with the four foundational aspects of transformational leadership skills consistently have a higher level of likeability than their more transaction-oriented counterparts (Gabriel, Griffiths, 2002). In evaluating if likeability leads to greater leadership performance, a model of proposed Likeability and Organizational Transformation has been created and is presented in this analysis. The existing body of research indicates that likeability is one of the foundational elements of effective transformational leadership, yet it does not exist in isolation. The accumulated research completed for this study indicates that likeability of a leader is highly correlated to their level of EI. The dimensions of EI have a direct, predictive effect on how likeable and effective a leader will be. Another finding from this analysis is that likeability by itself does not guarantee a leader will be effective; it is only their ability to translate EI-based skills in conjunction with a very strong foundation of transformational skills that they are able to accomplish challenging goals and propel an organization to fulfill its shared vision. This study also concludes that likeability is also not essential for success either, as the many examples from leaders and CEOs renowned for being very difficult to work with who have propelled their organizations to leadership positions in their industries. Larry Ellison of Oracle, known for being exceptionally demanding and for creating a culture of mistrust and intense internal competition is not likeable according to the dimensions of the research completed for this study. He is however exceptionally effective in driving his organization to attain its vision and mission. What this study has found is that when the triad factors of Emotional Intelligence (EI), trust and transformational leadership are combined, leaders increase the propensity of being liked. These three factors combined provide leaders with a solid foundation of being effective in their roles as well. Likeability does not assure results however. Figure 1, Analysis of Key Factors of Likeability, shows how these three factors must be balanced and in proportion to each other in a leader's management style to be effective. Deficiencies in EI for example could lead to a very collegial work environment yet the leader would not know how and when to define tasks and key strategies to accomplish objectives over time. All three must be balanced in order for a catalyst of continued progress to be formed and stabilized within an organization.