Northouse's Second Style

Experiencing a coaching management style will ease some staff into this method of communicating without the need for all of the planned coaching and mentoring programme. The session about using the GROW model or different coaching styles could be combined depending on the needs of the staff. Flexibility will be required with the implementation.

Herschey and Blanchard, in their Situational Leadership theory, recommend that a leader adapts their leadership style on the basis of the maturity of the group or individual in dealing with specific situations. If an individual is new to the organisation and have a low level of expertise but a high level of motivation then a directing leadership style is likely to be most suitable, whereas an employee that has a higher level of skills but variable commitment may respond to a supportive style in order to build confidence.

Often this method looks like a retreat or survival experience. It teaches individuals how to trust their decisions, be an individual as well as team member, and perseverance (DeCenzo & Robbins, 2007).

The evolution of my appreciation of the facets of Coaching for Performance and its place in applied leadership has been transformative. The initial perspectives shared in my first paper on the personal significant learning about the practice of coaching, although still pertinent, have been refashioned to reflect a more coherent and clear understanding of what my leadership style entails along with a more concrete explanation of how coaching can support and enhance my effectiveness as a leader. This has been influenced by my better understanding of coaching for performance as a way to create partnerships based on equality and trust that can focus on how to solve problems rather than the problems themselves.

The four styles identified by the Situational leadership model fit like a hand in a glove to the four leadership styles prescribed by the Path-Goal model. Both models identify a directive style, which calls for the leader to tell followers what to do and how to do it. These styles are also commonly employed in situations where the followers have little to no experience in performing the tasks (ChangingMinds.org, 2010, Situational Leadership Theory section). In addition, both models identify a supporting style that begins to take into account the relational aspect of followers to leaders that can be used to encourage followers

Adapting Alex’s personal coaching style to match the personality of James is the first step in successfully coaching employees. Important information could be useless if it employees is busy focusing on the way it was delivered. Building a relationship through trust is considered an important factor in coaching (Ratiu & Baban, 2015). The next step in developing employees relies heavily on the behaviors displayed during a coaching session with the employee. To ensure James is productive Alex must set developmental goals, identify developmental resources and strategies, implement strategies, observe and document developmental behavior and give feedback.

The four leadership styles within the situational leadership model are: Directing style: Leaders at this stage increases the motivation in each team member. Whenever there comes a point when a team member thinks that they can’t get a job done the leader come through and direct them in the right direction. They are able to point the team member on the right path to accomplish their task.

One of my styles of leadership is situational leadership. This ensures leaders tailor their style depending on the circumstance at hand. It’s worth noting that as leaders the varying changes in situations require some form of flexibility. (SOURCE) advocates that clinical leaders do change their style to work better with various groups using the approaches of situational leadership.

This leadership style is effective in a deadline driven environment. The challenges a coach would face when coaching executive who employ those

approach goes at the individuals pace not looking at goals and aspirations more at the here and

Three popular and effective management styles are: the participatory style, directing style, and teamwork style. Each of these styles has a different method of approaching tasks in the workplace. These styles may also be incorporated in any type of business and not strictly healthcare. The first style, participatory, focuses on ensuring that each employee has a complete understanding of where they stand in the overall big picture of their workplace system. In this style, less stress is put on teamwork by assigning entire tasks to individual employees. Another key aspect of this style is to make sure that each employee is aware of how their accomplishments in the workplace will lead to the betterment of the institution. The reason for this is because employees are more likely to efficiently complete tasks when they are aware of how their performance will affect the big picture. It is important to understand that this style of management does not focus on completing tasks quickly. Instead, the primary objective is quality as oppose to quantity.

I believe the shaman style of development best describes my mentoring of others. I find that I am more efficient when I use personal and real life experiences to help other people grow. When you can show people that you can relate to them, they feel more comfortable trusting you and following your lead. I always try to provide my employees with knowledge that enforces their values, so they become eager to support my ideas (Manning & Curtis, 2015). Model leaders motivate their employees, and in return, the workers strive to emulate that leader's actions. I encourage people to grow by showing them how learning new skills will increase their knowledge and expertise over time. I have always been the type of leader that put my employee's needs above

A coach’s leadership style can have a dramatic influence on the outcome of the coaching process. A democratic leader coach promotes autonomy and growth in individuals when cooperation and coordination is necessary (Marquis & Huston, 2012). Mutual decision-making and effective communication are the hallmarks of this leadership style and will be beneficial to Molly as she learns her new roles. A leadership style that is too strict (authoritarian) or too relaxed (laissez-faire) would not suit Molly’s learning needs (Marquis & Huston, 2012). Molly requires a supportive, yet structured environment in which to become comfortable and to learn as much as possible.

An extremely effective organizational strategy entails the utilization of a style described as taking a compromising philosophical approach. Enabling others with the ability to contribute freely and developing those individuals to the point whereby working freely equates to achieving consistently superior results. While some leaders feel that in some situations, empowerment is best achieved through a more direct and active approach, other leaders feel most situations call for laissez-faire, a dismissive and passive approach (Wong & Giessner, 2015). The differences found among the two types of leadership endeavors can have a strikingly profound impact upon the completion of organizational goals and objectives. Prior organizational experience is extensive enough to distinguish between and understand some of the implications for both methods of leadership. The current organizational worker who would like to continue her employment under new leadership has already began to make comments regarding

The ongoing dynamics between the leader and follower closely follows the approaches of situational leadership. Instead of utilizing a one-fit all model in delegating tasks and training, the leader has taken into account the various development levels of his followers. Taken our present competencies into account, the leader was successful in providing both a coaching style leadership for myself, whereas my colleague, an advanced law student appropriately received a more delegating style approach. What situational leadership entails is that ultimately, leadership being ultimately a dyadic relationship between two people while simply not revolving around the traits of a leader, and those traits need to evolve as people change in their motivational skills. However, the effects of this case show that what’s particularly important in situations for leadership which is not fully encompassed in situational leadership, is not just people’s motivations but also team composition, types of people recruited and different personalities. Leaders are required to be flexible in adapting to changing followers’ competencies that may or may not occur over time. Although I was given extensive coaching in the beginning, as time passes on I longed for increased self-dependency and a need for challenge. In a way, boredom