Effective and ineffective behaviors of managerial coaching
Based on their observations to great coaches, their own experience in coaching, and the literature review, (Evered & Selman, 1989) stated ten necessary aspects that distinct coaching from other techniques and explains the essence of coaching as well; developing a partnership, a pledge to produce results and endorse vision, compassion and acceptance, speaking and listening for action, responsiveness to coachees, honoring the uniqueness of individuals, practice and preparation, readiness to coach and be coached, a sensitivity to individuals as well as to groups, and a willingness to go beyond what has already been achieved.
A study made by (Passmore, 2010) to determine the key factors used by executive coaches that have a positive impact on the coachees’ progress and experience showed that coachees not only seek specific behaviors in a coach but also certain personal traits. The main behavioral and attributes reached were “common sense confidentiality, being collaborative, setting take-away tasks, balancing challenge and support, stimulating problem-solving, effective communication, staying focused, containing emotions, helping develop alternative perspectives, use of a variety of focusing tools and techniques and use of self as a tool” (p.3). A comparative study done by (Ellinger, Hamlin, & Beattie, 2008) to study the ineffective managerial coaching behaviors based on three models done by (Ellinger A. …show more content…
, 1997) (Beattie, 2002) and (Hamlin, 2004) concluded that the most ineffective managerial coaching behaviors are using a dogmatic style, ineffective communication, withholding information, inappropriate behaviors to working with employees such as being task-oriented, resistance to new ideas and change. The three models comprise the type of behavior that managers should avoid if they wish their subordinates to see them as effective managers and learning facilitators. The results of this study represent the manager’s own perception of their behavior and also the employee’s perception of their manager’s behaviors that yielded negative coaching experiences for both parties. It’s worth noting that ineffective behaviors don’t necessarily mean that they are the total opposite of effective behaviors. They rather present behaviors that managers should avoid (Ellinger, Hamlin, & Beattie, 2008) Healthy Coaching relationships: In order for the coaching relation to be successful, there should be a good match between the coach and the coachee as it can have a big effect on some critical activities within the coaching sessions, such as giving sensitive feedback, clear communication and understanding each other and also on the coachee’s motivation to effectively participate in the coaching relationship (Blattner, 2005) (Jones, Raffert, & Griffin, 2006) (Dean & Meyer, 2002). For example, different genders may not be a good match in the coaching relation …show more content…
Coaching helps people excerpt knowledge from learning opportunities that are available, focus on what is important and think about new and creative solutions and development. When this coaching model is adopted by managers, employees feel and they truly, learn. Employees are always challenged to improve their performance and to work with more efficiency, thus their performance and the company’s performance as well will improve in the process (Hunt & Weintraub, 2011).
However, some limitations may exist and the question whether coaching really work or not and does it really bring the return of investment it is supposed to bring to organizations or not will remain a dilemmatic question and the answer to this dilemma depends on how coaching is being used, and how it is implemented, perceived and measured (Fillery-Travis & Lane,
Based on their observations to great coaches, their own experience in coaching, and the literature review, (Evered & Selman, 1989) stated ten necessary aspects that distinct coaching from other techniques and explains the essence of coaching as well; developing a partnership, a pledge to produce results and endorse vision, compassion and acceptance, speaking and listening for action, responsiveness to coachees, honoring the uniqueness of individuals, practice and preparation, readiness to coach and be coached, a sensitivity to individuals as well as to groups, and a willingness to go beyond what has already been achieved.
A study made by (Passmore, 2010) to determine the key factors used by executive coaches that have a positive impact on the coachees’ progress and experience showed that coachees not only seek specific behaviors in a coach but also certain personal traits. The main behavioral and attributes reached were “common sense confidentiality, being collaborative, setting take-away tasks, balancing challenge and support, stimulating problem-solving, effective communication, staying focused, containing emotions, helping develop alternative perspectives, use of a variety of focusing tools and techniques and use of self as a tool” (p.3). A comparative study done by (Ellinger, Hamlin, & Beattie, 2008) to study the ineffective managerial coaching behaviors based on three models done by (Ellinger A. …show more content…
, 1997) (Beattie, 2002) and (Hamlin, 2004) concluded that the most ineffective managerial coaching behaviors are using a dogmatic style, ineffective communication, withholding information, inappropriate behaviors to working with employees such as being task-oriented, resistance to new ideas and change. The three models comprise the type of behavior that managers should avoid if they wish their subordinates to see them as effective managers and learning facilitators. The results of this study represent the manager’s own perception of their behavior and also the employee’s perception of their manager’s behaviors that yielded negative coaching experiences for both parties. It’s worth noting that ineffective behaviors don’t necessarily mean that they are the total opposite of effective behaviors. They rather present behaviors that managers should avoid (Ellinger, Hamlin, & Beattie, 2008) Healthy Coaching relationships: In order for the coaching relation to be successful, there should be a good match between the coach and the coachee as it can have a big effect on some critical activities within the coaching sessions, such as giving sensitive feedback, clear communication and understanding each other and also on the coachee’s motivation to effectively participate in the coaching relationship (Blattner, 2005) (Jones, Raffert, & Griffin, 2006) (Dean & Meyer, 2002). For example, different genders may not be a good match in the coaching relation …show more content…
Coaching helps people excerpt knowledge from learning opportunities that are available, focus on what is important and think about new and creative solutions and development. When this coaching model is adopted by managers, employees feel and they truly, learn. Employees are always challenged to improve their performance and to work with more efficiency, thus their performance and the company’s performance as well will improve in the process (Hunt & Weintraub, 2011).
However, some limitations may exist and the question whether coaching really work or not and does it really bring the return of investment it is supposed to bring to organizations or not will remain a dilemmatic question and the answer to this dilemma depends on how coaching is being used, and how it is implemented, perceived and measured (Fillery-Travis & Lane,