...571 | Assessment 2 Leadership & Management Implementation Coaching Report | | Megan Scott 16364420 | Due: 18th October 2013 | Lecturer: Ron PettapieceTotal Word Count: 2745 | Contents Journal Entry One: Establishing expectations 2 Journal Entry Two: The development plans 5 Journal Entry Three: Making Progress 8 Bibliography 11 Journal Entry One: Establishing expectations Ben Tomason and Megan Scott (me) – via skype video chat Word Count: 848 Part two of a three part study by (McComb 2012) highlights the risk of limiting the coaching success that is associated with poor compatibility between a coach and coachee, a theory supports the earlier findings of (Boyce, Jackson, and Neal 2010). Though this could have been a concern for me as I openly put myself up as the first member of a triad I feel the risk was limited given our mutual agreement to participate as part of the course undertaking. Once I knew who my partner was I also took the time to read his (Ben Tomason’s) student home journal, review his 360 profile report and Leadership Development plan, activities which were reciprocated by Ben prior to our first scheduled coaching session. I believe this early openness to sharing and interest in the other party these actions assisted to minimise the any concerns related to compatibility and also went some way to establishing mutual trust. A study by (Hannafey and Vitulano 2012) on ethics with relation to executive coaching highlights the importance...
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...Coaching Leadership in the Workplace According to Mike Noble in his article, Transform Managers into Coaches: Five Steps for Coaching Success, an effective manager is a coach and not just a boss. The most effective managers are those who can coach and collaborate. If one is able to coach their employees effectively then they are able to create sustainable long-term results for themselves and their company. Coaching is action of helping others to perform better, whether it is through feedback, demonstrations, or teaching. It is investing in the people within a company and shaping them into better employees so that they can not only perform their tasks better, but also better qualify for promotions. Mike Noble’s article breaks down the five steps necessary for successfully becoming a coaching leader and the benefits of becoming one. By coaching your employees, you become a transformational leader who enhances as well as generates new experiences for employees, thus gaining a stronger level of commitment from them. The first step to transforming a manager into a coaching leader is to build a personal case for coaching. The manager has to want to develop their coaching skills and see the relevance of developing them. Once a manager understands that they can achieve better results through coaching instead of taking a command and control response to management, they will be willing to develop their skills as a coach. Managers are more inclined to seize the opportunity when...
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...Personal Leadership Development Plan latest revision: January 2010 Personal leadership development plan A simple, easy-to-use format assess, review and record professional development needs following changes to a leader's or manager's role in response to organizational/strategic change Use for: ● ● ● ● ● ● ● reviewing CPD needs self-assessment of capabilities preparing for a coaching session recording a coaching session challenging preparation for planned change preparing for appraisals and performance reviews recording performance indicators at appraisals Leadership Development Coaching Robert Fordham MSc PGDip Deeper Coaching Personal Leadership Development Plan latest revision: January 2010 Copyright, contact details and Creative Commons Licence on this page – see below. For more information: Robert Fordham MSc PGDip Director, People Development Practice Ltd. 14 Greenfield Place Ryton NE40 3LY United Kingdom NE40 3LY direct line: +44 (0) 191 413 2770 office: +44 (0) 845 643 9485 mobile: +44 (0) 795 001 7348 email: robert@personal-development-coach.com web: http://www.leadership-development-coachig.com http://www.personal-development-coach.com ■ ■ ■ ■ coaching for personal development ... for life! coach training for managers and leaders performance coaching executive, leadership and management coaching © 2010 by Robert Fordham This work is licenced under the Creative Commons Attribution-Non-Commercial-No ...
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...1.0 INTRODUCTION, BACKGROUND AND OBJECTIVE. Title of this article is Managing Stress in Projects Using Coaching Leadership Tools. This article is about How to manage stress for project manager using coaching skills. As a project manager there a lot of pressure they need to handle. They need to deal with a client and their workers. Stress is an adaptive response to a situation that is perceived as challenging or threatening to a person’s wellbeing (McShane and Glinow,2013). Every project manager has to go through stress in trying to get the project to turn out successfully, handle tough team members and get the project done. And it isn’t easy (Chan,2013). As you know project manager also human being who sometimes cannot control their feeling and problem and it will make them very stressful. If the stress is left unattended it will make the stress worse and the stress will change to more difficult feeling which stressor and job burnout. According to Mc Shane (2013) stressor is a any environmental conditions that place a physical or emotional demand on a person and job burnout is a the process of emotional exhaustion, cynicism and reduced personal accomplishment that resulted from prolonged exposure to stressor. There many consequences from stress and for sure it will affect the project progress because many work will be pending and the performance of work not meet the customer expectation. As a project manager, they should know how to handle their stress and make...
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...Certificate in Employee Coaching and Counselling (11 May – 29 June 2013) Project Papers Content My role in Leadership Development Department 3 Background of the case 3 Preparation for Coaching 4 Planning for coaching 4 Coaching Steps: 5 Conferencing with the Staff 5 Follow up & tracking after coaching 6 Follow up on Leadership Development 6 References 7 Question 4: Describe a situation in which you used the performance coaching skills and steps to help a staff member improve performance. What was his/her reaction to your coaching? What was the outcome? My role in Leadership Development Department I am a senior executive of Leadership Development Department in one of famous companies providing medical aesthetic solutions. Apart from organizing different kinds of activities in uplifting the quality of staffs and facilitating the potential colleagues to be an all-rounded team leader, one of my duties is to provide coaching to the staffs whose work performance is not up to the standard set by the frontline departments. Although the staff I met had the performance issues, I enjoy the coaching works for I can make use of my work and life experience, knowledge and expertise in facilitating the staffs to resolve their own problems, help them develop greater self-awareness and greater confidence as well as accepting more responsibility. I do truly agree...
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...Section B Coaching and Mentoring, Challenges for coaching and mentoring in supporting organization change. Coaching is task oriented. The focus in on concrete issues, such as managing more effectively, speaking more articulately, and learning how to think strategically. This requires a content expert (coach) who is capable of teaching the coachee how to develop these skills. Mentoring is relationship oriented. It seeks to provide a safe environment where the mentoree shares whatever issues affect his or her professional and personal success. Although specific learning goals or competencies may be used as basis for creating the relationship, its focus goes beyond these areas to include things, such as work/life balance, self-confidence, and self-perception, and how the personal influences the professional. Coaching is short term. A coach can successfully be involved with a coachee for a short period of time, maybe even just a few sessions. The coaching lasts for as long as is needed, depending on the purpose of the coaching relationship. Mentoring is always long term. Mentoring, to be successful, requires time in which both partners can learn about one another and build a climate of trust that creates an environment in which the mentoree can feel secure in sharing the real issues that impact his or her success. Successful mentoring relationships last nine months to a year. Coaching is performance driven. The purpose of coaching is to improve the individual’s performance...
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...Foundation Design: Coaching and Mentoring Introduction Organisations are increasingly evolving quicker due to globalisation and advances in industries and technology. These events have made market environments progressively more competitive and have changed the economic climate in which organisations operate. Unfortunately some organisations have had to implement restructures and reductions in workforce to ensure survival. Foundation Design are one of these organisations whose company size has gone from 1,513 employees to 780 employees. During the restructure of the organisation the Chief Executive Officer (CEO) identified that changes were required to its leadership profile and coaching and mentoring programmes. These changes were made to embed new skills and behaviours and support cultural change within the organisation. Why Coaching and Mentoring? Foundation Design are making steps to move towards a learning organisation, one that recognises the benefits in developing its employees, as individuals and teams. Learning is also seen as a step in the facilitation of behavioural change. The ‘Learning organisation’ was developed by Peter Senge (1990) and supported the need for learning and development of workforces, coaching is one way of making these developments. Coaching can support learning which is taking place through Leadership training and can assist in bridging the knowing-doing gap, by encouraging action to be taken. Coaching is ‘the facilitation of...
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...Situational Leadership GCU: LDR 802 8/7/12 Abstract Two situational leadership self assessments were completed to determine the authors situational leadership style. The discovered leadership style will be applied to a scenario in which a change to curriculum is being implemented in a school. Situational Leadership According to Northouse (2010) situational leadership calls for different types of leadership depending on the situation the leader finds themselves in. Northouse (2010) also states that “the essence of situational leadership demands that leaders match their style to the competence and commitment of the subordinates.” The idea is that leaders must be able to adapt depending on the situation and their subordinates. The purpose of this paper, in part, is to analyze the results of two situational leadership assessments to determine the author’s leadership style. The leadership style determined will be used within a scenario that involves changes to a course’s curriculum. The implementation of the changes will be hypothesized using the author’s determined leadership style. The author’s discovery of their situational leadership style is very important. It will enable the author to have a better understanding of how to lead in different situations. The author will also be implementing changes within courses at their school so the scenario will also provide some insight for those changes. Summary of Self Assessments The first assessment...
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...Applying Leadership Theories Essay Danielle Brewer EDA 575: Educational Leadership in a Changing World Professor Betty Nardelli December 16, 2015 There are several leadership theories, which can be observed throughout the educational setting. The level of input in the various leadership theories ranges from shared responsibility to the leader or another individual taking majority of the control. The school I have chosen for this assignment as well as the duration of this course is West Park Elementary in Ravenna City Schools. Frank Sciarabba is the principal of West Park currently. The time spent observing Mr. Sciarabba has allowed me to observe a few different leadership styles, which vary according to the situation at hand. The main leadership style observed by Mr. Sciarabba was the participative style. This style of leadership is when the people affected by the decision have the most feasible amount of input but the leader of the building makes the final decision. Lam, Huang, Chan (2015) define participative leadership style as shared influence and joint decisions being made between the leader and the followers. Mr, Sciarabba is always asking for input from staff members and when creating committees and teams of teachers he asks for teachers to volunteer to join a committee. He is open to suggestions and feels that the staff members have many ideas that should be shared but he ultimately makes the final decision after receiving input from the staff. This leadership...
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...ABSTRACT Introductions The use of coaching and mentoring is on the rise within the workplace. Several organizations have adopted the process of coaching and mentoring as development tools to develop those employees who are seeking future advancement. Also, they are setting the foundation for future leaders. The adaption of these developmental tools within an organization is providing employees with the necessary feedback and support to establish and plan their career. Coaching and mentoring provides an employee with the necessary leadership and management skills they would need to strive up the career ladder within an organization. These processes are both ‘helping’ activities, employed either as distinct interventions or together as part of a package of personal development? Coaching and mentoring are deemed a highly effective way to help employees through talking, sense of direction and guidance, self esteem, efficacy and accomplishment. The differences in the application stages of these processes are naturally reflected in the results. Coaching and Mentoring In my opinion, Coaching and Mentoring are excellent programs for organization to have in place, especially for personal whom are seeking future advancement and want to excel in their careers with the organizations. A recent CIPD (Chartered Institute of Development) surveys have reported that the use of coaching and mentoring as development tool are increasing within organizations. According to those who...
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...To become a successful leader, s/he needs to have vital leadership skills of mentoring and coaching. Most importantly, real life experiences are the greatest learning tools to leader. Before the leader needs to gain the educational program (coaching, mentoring,) s/he needs to have development planning in place, which can define as a process. S/he needs to develop or enhancing their skills, such as, their communication, behavior, motivation, and accepting great feedbacks from others. Coaching is the ?process of equipping people with the tools, knowledge, and opportunities they need to develop and become more successful. Informal coaching takes place whenever a leader helps followers to change their behavior. Several points about informal coaching...
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...What is Leadership? Leadership is a process of getting things done through people. Leaders are getting things done by working through people. Leadership has been described as the "process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”. (Chemers, M. M. (2002). Meta-cognitive, social, and emotional intelligence of transformational leadership: Efficacy and Effectiveness. In R. E. Riggio, S. E. Murphy, F. J. Pirozzolo (Eds.), Multiple Intelligences and Leadership.)1 In today’s world, definition of leadership is changing. A leadership guru, Barry Posner, makes the following observations about the needed change in how business leadership is viewed: In the past business believed a leader was like the captain of a ship: cool, calm, collected. Now, we see that leaders need to be human. They need to be in touch, they need to be empathetic, and they need to be with people. Leaders need to be a part of what’s going on, not apart from what’s going on.1 Leadership Behaviors Noted leadership researchers House and Podsakoff have summarized the behaviors and approaches of great leaders that they drew from modern theories (e.g., charismatic and transformational) and basic research findings as follows1: Vision; Great leaders articulate and ideological vision that is congruent with the deeply held values of followers, a vision that describes a better future to which the followers have a moral right. Passion and self-sacrifice;...
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...Leadership Coaching is the latest buzz—but all too often companies embark on coaching initiatives that are not well thought out, that their executives do not embrace, and that are doomed to fail. In Chapter 24 of the OWP (Orchestrating Winning Performance) Book 2008, “Riding the winds of global change”, to be published in September 2008,Professor Jack Wood explains how organizations can instead implement a thoughtful, integrated coaching strategy which can deliver long-lasting results. The purpose of coaching isn’t performance improvement HR managers often assume that the purpose of coaching is to increase managers’ performance. However, our survey of participants attending a pilot coaching session in the OWP revealed that this is not what executives want. The top three coaching objectives were: - life development – balancing personal and professional roles more effectively - leadership – developing interpersonal and team leadership skills - self-awareness – becoming more aware of my shortcomings and growth opportunities as a leader, and understanding the origins and history of my behavior in work and its impact on others. The difference between coaches, mentors and managers Coaching initiatives fail in part because the distinction between the role of manager, mentor and coach is not well understood. Each can each help executives meet their principal objectives—life development, leadership and self-awareness—but a manager, a mentor and a coach are not the same things....
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...organizational ethics through its leaders. Dr. Bill Grace, founder of The Center for Ethical Leadership, defined as ethical leadership as, “knowing your core values and having the courage to live them in all parts of your life in service of the common good” by ethicalleadership.org (2014). Ethical leadership reaches beyond the direct followers and beyond the organization. The ethics of an organization and its leaders affect the communities it serves and all stakeholders within and outside of the organization. Ben-Hur and Jonsen (2012) outline in their scholarly journal a four-style leadership model based upon Moses and his attainment of the ten items on the ethical leadership scale (ELS): visionary, shepherd, teacher and servant. This paper will evaluate an ethical issue within an organization and will discuss the various traits and skills apparent and lacking in the situation based upon Ben-Hur’s and Jonsen’s model as well as several other approaches to ethical leadership. Ethical issues come up in all levels of management in all organizations. In my previous position at EDMC an ethical issue surfaced with one of my employees. One of the managers who worked for me, who I will call Sally, bumped into one of my peers who was in charge of the training department, Bob. Sally proceeded to tell Bob a story about one of his trainers, Tom, forging coaching documents to fake coaching with Sally’s employees; Bob was Tom’s boss’s boss. This story that Sally was telling Bob was...
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...Assessing your own leadership capability and performance Review the prevailing leadership styles in the organisation In this section I will be looking at the main leadership styles in my organisation and assessing the positive and negative effects these styles can have. Pacesetting leadership style – A phrase to best describe a pacesetting leader is “do as I do, now”. This style involves a drive to achieve goals and achieve results. Pacesetting leaders lead by example. A pacesetting leader sets both high standards for themselves and the people that they are leading. A key skill for this style is a “lead by example” approach to work. They expect their followers to carry out their tasks to the same level as themselves. Leaders of this type are always quick to identify employees that are not keeping up with expectations, and they are told improve their performance. Pacesetting leaders don’t give their employees much positive feedback as it would take up time that they could be using to carry out their tasks and often jump in and take over their employee’s tasks if they believe that progress isn’t quick enough. A positive of this style is that they are able to achieve results quickly and efficiently. At least in the short term, there employees will be an energetic group with great performance in terms of both completing tasks well and a high quality of work. The negative of this style is the effect it has on the working environment. Employees are often unable to keep up...
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