Responding to another students discussion board

Question Description

This assignment is to reply to another classmate’s discussion board post here are the instructions:

Engage in a substantive discussion that meets grading rubric specifications. Submit replies of 300–450 words each to at least 2 other students. Make sure that you are adding new and relevant information with each reply, including scholarly sources.

The instructor also stated in regards to this assignment theses supplemental instructions:

you should now review discussions posted by other students. Next, synthesize their discussion and information. Then, provide ADDITIONAL quality information to expand the knowledge of information. This means you will need to use citations for the feedback as well as the initial post. As a doctoral student, please ensure your replies are robust and rigorous to expand the depth and breadth of discussion.

Remember that Journals are important for all assignments, so please support your information with them.

Here is the classmates discussion post that you are replying to:

A coach is a facilitator of learning and coaching is a process that aims to improve performance. It is vital to acknowledge that there is a huge difference between teaching someone and helping them to learn. In coaching, essentially, the coach is helping an individual to improve their performance: in other words, helping them to learn. According to Underhill, McAnally and Koriath (2007), “with better coaching skills, bosses can assist employees with on-the-job situations and performance management duties” (p. 89). “Although today’s business performance is important, a company’s long-term competitiveness is rooted in the ability of its people to learn and adapt” (Hunt and Weintraub, 2017, p. 92). It is important to acknowledge that coaching is a technique that boosts an individual’s ability to enhance business results and drive innovative organizational shifts into the future. The relationship connections and direct involvement can be short-term or a long-term obligation.

According to Allen and Fry (2019), executive coaching is now being recognized as a growing practice to assist leaders with responding to change, adapting for individual development and growing skills or “resolving identified interpersonal or performance-related problems” (p. 796). Allen and Fry (2019) indicates that some of the personal challenges and development which executive coaching may target could relate to an individual’s worldview and spiritual life. It is noted that religion and spirituality could play a vital role in an executives’ life in guiding and assisting them, especially with the pressures of their own responsibilities. Integrating faith into executive coaching seems appropriate if leaders are expressing a “desire to move beyond self-interest to connect with, and draw strength from, a Higher Power in their search for purpose and meaning” (Allen and Fry, 2019, p. 799). It is vital to note that integrating faith into executive coaching helps provide insight, understanding, and solutions for coaches. Integrating faith also enables leaders to reinforce relationships within the organization while providing essential competencies that can improve a leader’s performance in all areas of his or her life.

Athanasopoulou and Dopson (2018) states, “a Harvard Business Review survey of 140 coaches revealed that just over a decade ago coaches were mostly hired to address toxic behaviors in leadership, whereas now they are hired to develop high-potential performers” (p. 70). According to Rekalde, Landeta, Albizu, and Fernandez-Ferrin (2017), executive coaching is a management training and development method (MTDM) used to link managerial abilities with the demands and context of an organization. It is noted that a coach has an obligation; a “collaborative partnership with the executive” (Rekalde et al., 2017, p. 2150), to provide and define the intent or goal and the objectives and development of an action plan created to accomplish them.

Grover and Furnham (2016) state, “coaching is an effective tool that benefits organisations and a number of underlying facets contribute to this effectiveness” (p. 1). The use of coaching within an organizational setting, regardless of the type (business, leadership or executive coaching), has matured extensively to evolve into an established practice in organizations. Organizations use coaching to improve its employees, organizational performance, succession and career planning, improve job satisfaction, flexibility, interpersonal relationships, and leadership and management skills. “Coaching is becoming widespread amongst organisations and it is important that the academic research domain understand how coaching is effective as this will enable organizations to maximise and increase the effectiveness of this intervention” (Grover and Furnham, 2016, p. 36). The process of executive coaching can build stronger leaders, develop managers into effective leaders, and strengthen employee capabilities based on a coach’s own skillsets and a proper development environment. Executive coaching is a process that requires individual resilience, personal tenacity, and a strong desire to learn and grow with determination.

 

References

Allen, S., & Fry, L. W. (2019). Spiritual development in executive coaching. Journal of Management Development, 38(10), 796-811. doi:10.1108/JMD-04-2019-0133

Athanasopoulou, A., & Dopson, S. (2018). A systematic review of executive coaching outcomes: Is it the journey or the destination that matters the most? The Leadership Quarterly, 29(1), 70-88. doi:10.1016/j.leaqua.2017.11.004

Grover, S., & Furnham, A. (2016). Coaching as a developmental intervention in organisations: A systematic review of its effectiveness and the mechanisms underlying it. PloS One, 11(7), e0159137. doi:10.1371/journal.pone.0159137

Hunt, J.M. & Weintraub, J.R. (2017). The coaching manager: Developing top talent in business. Thousand Oaks, CA: Sage.

Rekalde, I., Landeta, J., Albizu, E., & Fernandez-Ferrin, P. (2017). Is executive coaching more effective than other management training and development methods? Management Decision, 55(10), 2149-2162. doi:10.1108/MD-10-2016-0688

Underhill, B. O., McAnally, K., & Koriath, J. J. (2007). Executive coaching for results: The definitive guide to developing organizational leaders. San Francisco, CA: Berrett-Koehler Publishers.

 
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