Coaching at the top.

Abstract

This article presents an intense, systems-oriented approach to the leadership development of toplevel executives. It describes a structured program designed to have a positive impact at the organizational level through focused work with the individual client. Leadership effectiveness is seen as strongly influenced by the individual's past, personal life, and work environment. Comprehensive information gathered from the client's work life and personal life increases understanding of behaviors that influence performance, and thereby fosters change. Development is perceived from a holistic point of view, with benefits to the organization accruing through increased effectiveness in any areas of the client's life. A case example is given to illustrate how this approach is put into effect.

Book Review. The Coaching Habit: Say Less, Ask More and Change the Way You Lead Forever by Michael Bungay Stanier

“…Trust in the coaching relationship is what allows the coachee to truly be open to and influenced by the coaching (Kiel, Rimmer, Williams, & Doyle, 1996). However, building trust is not a cookie-cutter process.…”

Coaching and Ethical Leadership: A Competence Executive Coaching Model for the Development of Ethical Leadership

“…At the core of the relationship, there must be a satisfactory level of confidence so that the degree of client involvement is boosted. The development of knowledge about the responsibilities, decision-making capabilities, and the client's status within the organization can also contribute positively to the construction of the relationship (Giglio et al, 1998, Keil et al, 1996Kowalski & Casper, 2007;McNally & Lukens, 2006).…”

“…This model provides the inclusion of diagnostic tools to obtain feedback about the performance and the stage of development of the client to help to identify the strengths and weaknesses, motivations, expectations, and strategies for conflict resolution (Hoojiberg & Lane, 2009;Joo, 2005;Keil et al, 1996;McNally & Luken, 2006;Saporito, 1996;Sherman & Freas, 2004).…”

“…In the diagnostic phase is also included the evaluation of the perception of peers, of top management and employees in relation to the client, through the application of tools such as the 360-degree assessment (Saporito, 1996;Sherman & Freas, 2004), questionnaires (Hoojiberg & Lane, 2009) or interviews (Keil et al, 1996). For setting the goal that has to be worked in the coaching process, other methods of questioning may also be adopted, such as evaluation of the areas of development which need to be worked via the coaching process, instead of more formatted assessment tools (Giglio et al, 1998;Passmore, 2007;Truijen & Woerkom, 2008).…”

“…The client is responsible to identify the areas of development that should be targeted for reflection with the help of the coach (Kowalski & Casper, 2007) and based on the interpretation of the feedback with the coach (Giglio et al, 1998;Keil et al, 1996;Sherman & Freas, 2004) of the data obtained from the client, the feedback from the coach, from peers, superiors or subordinates (as described above).…”