Coaching & Leading Essay

One of the major findings of studies on creativity and is that creativity and inspiration are very much correlated with â€Å"intrinsic motivation†, for example, if a person is enjoying what he/she is doing, the person is likely to be highly inspired and creative that when such a person is working so as to attain something else. For instance McGuinness (2007) explains that, Anne Sexton a poet told her producer that though she would like to make lots of money through writing poems, she needs to â€Å"forget everything about money’ so as to really write the poems. Coaching has been known to facilitate intrinsic motivation and inspiration through asking questions and giving observational feedback in a manner that assists those being coached (coachees) to focus on the immediate task. Timothy Galway author of The Inner Game of Tennis: Random House said that, â€Å"it did not appear to matter if he praised or criticized his tennis players, since both of these has a negative impact on the game† (p, 32). Even a well intended praise resulted in the player loss concentration, because the player started judging him/her self and hope that their subsequent shot would be great as the past one. Thus, Gallwey (1997) stopped praising the players. Inspiration and creative flow At its highest, intrinsic inspiration and absorption in inspired work can result to creative flow, which is described by McGuinness (2007) as a nearly automatic, natural, yet greatly state of awareness. Creative flow in a person mind results in peak performance of that person. Coaching is attributed to creating this inspiration that results in creative flow. Individuality (enabling others) Creative individuals are notably idiosyncratic, to them; there is no ‘correct way’ or ‘best practice’ in inventive work. Coaching generally helps in advancing the individuality of a person and enabling him reach his/her peak performance and abilities though guidance and encouragement from the leader (McGuinness, 2007). This can also be done through balancing skills and challenges, the leader can match the task o be performed with the abilities of the employees, through coaching or training these employees can be assisted to overcome their weakness. Goal setting Goals are fundamental to coaching; it has asserted that without any goal, then the leader will not be coaching effectively. For any particular task or assignment, the leader should make sure that goals set are well understood by those involved, and the goals are well balanced between inspiring task and measurable achievement. Crane (2007) note that goal setting is able to inspire an employee. No worry in failing: Empowering Coaching operates on the presumption that it’s fine to make errors, as long as these errors serve as experiences and lessons to the person. Through providing correct feedbacks about the performance of a person and demanding that the person learns for his/her errors, the leader ensures makes sure that failures are reduced and become less repeated and less serious. Through creating a responsible but supportive atmosphere, the leader assist his/her people to spend little time being worried about failing and more time endeavouring for excellence. This Crane (2007) explains is the way coaching empowers employees. The affect and influence of diversity on coaching Pohlman and Gardiner (2000) explain that, business leaders and managers are also part of the wider society and have to deal with challenges brought by diversity in their organizations. Those leaders and managers that are well prepared to deal with these challenges and exploit advantages of diversity will probably be successful by being effectual coaches in a diverse organization. Discriminatory practices are common within the society and, sometimes, these practices emerge in the workplace which could cause critical challenges for leaders and managers. Unjust issues of discrimination usually stem from societal prejudices, stereotypes as well as propaganda. Rather, than carrying on societal prejudices and treating employees unjustly based on the stereotypes and propaganda, business leaders and managers can use leadership and coaching the responds to the diversity by focusing on performance of each group and developing them progressively on the basis of their level of willingness to assume new responsibilities. As Pohlman and Gardiner (2000) asserts diversity cam lead to disaster with advancement programs like coaching and mentoring, the advancement programs such as mentoring and coaching are all an element of work performance and lack of understanding of diversity‘s affect on these processes, including who is being coached and who is coaching him/her, can influence the performance of workers. The issue of diversity requires that coaches examine a person beliefs and values together with understanding the skills that are required to suitably deal with these beliefs and values. Parsloe and Wray (2000) assert that, diversity just like communication is a reality in modern organizations. It is real and permanent; therefore its acceptance is a prerequisite of life if a coach is operate effectively in a coaching situation. Diversity makes work place to be more lively, interesting and less boring. At the same time it makes the coaching experience to be more challenging and very unpredictable. As Parsloe and Wray (2000) observes, it is common for coaches to be become upset by individuals’ actions, attitudes and general behaviours in a diverse work teams and group environment in present day workforce. Some of those actions, attitudes and behaviours nay make the coach or the leader or even other workers uncomfortable since they challenge their strongly held beliefs and values, which have been cemented in their subconscious minds over many years. Since a lot of organizations attempt to improve their productivity as well as competencies against their rivals, one tendency is attempting to cultivate a learning culture in their businesses. In order to attain this attempt, the leaders’ role ought to be transformed to developmental coach or leader who focuses much more on supporting workers to learn and make improvement to their competencies and motivation. To be highly successful in managing a diverse workforce, leaders involved in coaching must lead through incorporating coaching models and effective communication. Leaders should not just be conscious of their leading styles and adapt properly to employees willingness but must be conscious of their won individual traits regarding communication with their employees, this will strongly influence and establish their style of coaching. In a diverse setting Parsloe and Wray (2000) explain that the there are four coaching styles that can be adapted by the leader: †¢ Senser: the leader focuses on action and getting directly to the point †¢ Intuitor: the leader coaches the diverse group by sharing ideas, theories and concepts, and through motivating and inspiring focusing on the future. †¢ Feeler: the leader provides support and attention to the group and talks about the past †¢ Thinker: here the leader stays focused on rules, facts information and stipulated processes The coach has to comprehend emotional intelligence and strive to increase the performance of diverse workforce through self-conscious and being ware of his/her coaching style when leading.