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Why Coaching Must Play an Integral Role in Leading and Managing in Today's Workplace
Beverley Patwell
In my consulting work over the last 25 years, I've seen a significant shift in the role of coaching in the workplace. In our more global, technological, and complex workplaces, today's leaders must master the dance of leading, managing, engaging others, and delivering results in a fast-paced environment. You can't pick up a business magazine, listen to a podcast, or read a blog that doesn't talk about today's new world and the critical leadership challenges facing our leaders at all levels of the organization.
Coaching, therefore, is an integral part of leading and managing. In addition to coaching others, leaders must also learn how to be coached themselves to more effectively lead and manage others.
In this article, I will explore the following questions, as they pertain to the new roles that coaches must play in helping today's leaders:
- Why must coaching play an integral role in leading and managing in today's workplace?
- What are the current trends in the field of coaching?
- What are the implications for our coaching work going forward?
- What role might technology and social media play in coaching?
- How can you create coaching cultures in your workplace?
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Leadership Conversations: Insights into Organizational Change
Kathy Cowan Sahadath, 2012
Organizational change is a constant factor in the business world and plays a significant role for organizational leadership. On a daily basis, organizations are challenged to improve their business performance and take on new and exciting projects, often as a result of a change in strategy or as a way to increase business effectiveness. Change is increasingly becoming an important part of what leaders do, and communication and conversations are essential to both leadership and organizational change (Marshak, 2002). Not only have change initiatives been on the rise, but the importance of managing individuals through change has been gaining importance (Applebaum, Berke, Taylor, & Vazquez, 2008).
Public and private sector organizations are rethinking their mission, values, and operations against a new 21st century environment (Cinite, Duxbury, & Higgins, 2009). They are looking for opportunities to restructure and transform themselves to take advantage of the opportunities of a globally connected world in which people, driven by values and equipped with knowledge (Mengis & Eppler, 2008), will collaborate and innovate. Leadership conversations will play a pivotal role in making this happen.
In this paper, I address how leadership conversations influence organizational behaviour and shape organizational members' mindsets. The paper is a summary, based on my own research (Cowan Sahadath, 2010) and attention is focused on how leaders create and sustain conversations during times of unprecedented change. The reader will see how leaders gain a greater appreciation of how closely their conversational behaviors are intertwined with the creation and leadership of change, business effectiveness, and performance.
>> Download Article
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