Coaching Leadership Style Is Not A Luxury
ACTP

Coaching Leadership Style Is Not A Luxury

Did you know that 70% of resignations happen because of the relationship with managers?

Surprisingly, we still see so many authoritarian leaders, who ‘tell’ or ‘direct’, in today’s organizations. There are times when this style of leadership works, but there are other times where it does not. In today’s fast-paced business environment, it is so risky to rely on one person to know everything and have the majority of the decision-making power.

Coaching

Coaching leadership style is the opposite of knowing everything and telling everything. Instead of directing, coaching leaders ask their employees for their opinions and involvement. Coaching leaders want their employees to own their responsibilities and initiate their responses. They help their employees identify their strengths and weaknesses, and coach them on their personal and professional progress. Coaching leaders do not focus on past mistakes and failures, but rather on learning for future possibilities and increasing their potential. They encourage their people to establish goals and help them conceptualize a plan to attain them. These types of leaders are not afraid of providing constructive criticism as this information is beneficial to the recipient. When they facilitate performance evaluations, they always complete them with a personal and professional developmental plan.

Coaching leaders have a growth mindset; they would like to see their employees pushing their limits and skills, using their knowledge, and challenging their capabilities as this has a direct impact on business. Employees are given stimulating tasks and assignments and they are coached along the way to ensure greater success.

Many leaders believe that learning how to coach is a time-consuming luxury. To them, focusing on business and telling people what to do is better. In the day-to-day happenings in a business this approach may be easier, but in the long-run it can be detrimental. With coaching leadership, employees learn and grow to be quality contributors which in turn ensures success for future strategy and research that will have a positive long-term impact on business. It may appear contradictory, but the coaching leadership style is used more in corporations of fast-paced emerging markets than in North America. In many emerging markets, as the growth rate is high and population is young, they need their leaders to be involved with and responsible for the growth of their employees. In those organizations, coaching direct reports and supporting their progress is one of the top KPIs (KPI: Key Performance Indicator).

Bottom line? Leadership is not a title or position – it is a skill and as the world changes, the managerial requirements change. Coaching leadership style is another skill set that today’s contemporary leader must have in order to lead successfully and have quality relationships with employees. It is not a luxury.