Signaling a New Trend in Executive Coaching Outcome Research

Meaning refers to the value a person puts on a goal (Thomas and Velthouse, 1990). Self-determination refers to the degree a person has the choice to initiate actions (Deci et al., 1989). In this paper, psychological empowerment is evaluated in a leadership development context. Although there are some connections of psychological empowerment and leadership (Spreitzer et al., 1999; Zhu et al., 2004; Schneider and George, 2011; Hong et al., 2011), the focus of this paper addressed an under researched area as there is limited empirical investigation of leadership development and psychological empowerment. In a recent interview with one of the greatest basketball coaches of all-time, Coach Mike Krzyzewski noted that empowerment is crucial when developing leaders by stating that “you can’t give them responsibilities without empowering them to use their capabilities, their leadership, their techniques to accomplish a goal” (Siang and Sitkin, 2006, p. 37). Leadership development is defined as an individual’s capacity to expand their effectiveness in leadership roles through enhancing leadership skills, knowledge,

More and more companies are using coaching to create a pipeline of leaders and to develop managers who can coach their own teams and help develop their employees’ career paths (Gurchiek, 2016). For Walmart and other organizations, leadership development is critical for driving revenue, engaging employees, and achieving and maintaining high overall productivity. Walmart could utilize their coaching initiative not only to improve employee performance but to groom and train their future leaders in soft skills to assist in the development of team members in reaching their full potential (Lunken,

Managers are increasingly expected to be able to competently perform each of the four 'learning ' roles - trainer, coach, mentor, and counselor - for their team as the need arises. Coaching is driven by a questions addressed to the coachee. .coaching become a popular title that is being used by a lot of professionals often with no training .coaching is also solving problem, setting goals and learn new behaviours. The coaching programs was a satisfying experience for personal growth and professional development. Coaching is differ according to the culture ,this paper will illustrate the impact of coaching on employees and how to applying this methods in education level.

Incorporating day to day life coaching for employees is not only good management it is smart leadership. This management style thereby creates harmonious office morale and adds competence and professionalism to the business branding. Peoples Keys (2013) informs the benefits of life coaching for employees. People Keys (2013) asserts:

According to Life Coach, Dwight Bain, “Coaching is about results” (AACC, n.d.). For a coach to achieved results, they must help the clients achieved success in their lives. Furthermore, it is imperative for a coach to have a resourceful tool box. In other words, the coach should have multiple resources to assist better their clients. Dwight Bain additionally mentioned at the beginning of this lecture that it is important for all coaches to match their knowledge and expertise strategically to the appropriate population being target to build successfully clientele and be fruitful in the process (AACC, n.d.).

The purpose of this assignment is to detail reflections on my performance after 12 hours of coaching or mentoring to prove my potential as a management coach or mentor.

It is not an uncommon component of the general human resources functions of most organizations to implement coaching and mentoring programs. Organizations utilize these programs to promote employee growth and to help employee’s develop and learn new skills. The programs are essential sources for advice and directions and help the organization align the goals of the goals of the organization with the professional as well as the personal development of its employees. Not only does coaching programs benefit the employee it also benefits the organization as well, it ca provide a variety of benefits for organizations of any sizes, especially small or start up business, it provides the employee and the organization a formal or informal way to connect, learn and grow within an organization and also as a tool along their own individual career paths.

How did you select this research study to analyze? That is, what search terms did you use? What database did you use? What was your rationale for selecting this particular study to analyze over the others identified in the search results? What is the full reference for the study in APA format?

Company’s Accelerated Development Program seems like another significant success factors of their overall plan. As part of the Accelerated Development Program, participants put together their intensive personal development experience. For many promising leaders, it is the new experience and challenge. All of a sudden, they find themselves as part of something bigger than the individual business unit where they have been before. Program participants are assigned to coaches from Bank of

Even John Wooden definition of success is refreshing and unique: Wooden states that success is a peace of mind which is a direct result of self- satisfaction knowing you made the effort to become the best of which you are capable. This paper will seek to describe Wooden’s Pyramid of Success and how it fits the business environment at my work place. Also, this paper will identify similarities and differences within the Pyramid of Success by comparing it to leadership styles of the X Theory and the Y Theory. Throughout the Pyramid of Success John Wooden identifies different rationales for each aspect, we will provide our understanding of all his aspects. Lastly, we will attempt to create a new pyramid of success and develop a step by step

I will also be analyzing how the coaching philosophy of John Wooden and the Pyramid of Success can be use in today’s projects. John Wooden said, “Success is peace of mind which is a direct result of self-satisfaction in knowing you

Jeffrey Schwartz & David Rock, 2006, wrote in “The neuroscience of leadership” that change is pain, and any kind of major change initiative requires people to apply focus and effort, to pay attention to bring about change. Coaching has a proven impact e.g. add coaching to an organizations initiative to increase focus; to training and its people learn more, up to six times as much in

Becoming an effective leader is about more than gaining experience and developing appropriate skills. It is also a developmental journey to increasingly complex world views which create new options for effective leadership. We look at the different stages through which leaders can pass as they travel on this journey of development and how these different stages evoke different coaching interventions. We relate this journey to our Renewal model. We also reflect on the implications of our model for coaching practice.

The change article by Grant (2014), has been chosen for its in-depth psychological analyses of a possible human resource (HR) issue; executive coaching. It parades an analysis of executive coaching in times of change that eventuates into an opinionated, yet empirical outcome. Some assumptions asserted in this article include; that change is not a level of intensity but a Boolean style aspect of HR (yes or no), small sample sizes are justifiable, and the value of providing a one-sided article persuades readers to support this side. With these assumptions in mind, Grant (2014) hypothesises that executives undergoing coaching, deliver on organisational goals more frequently. This is supported by a research case study

Recent turnovers in management and the loss of talented employees have significantly deprecated organizational performance. In the past, Weatherford leaders and managers perceived coaching to be something for the elite. All too often coaching was confined to the boardroom and carried out on a one-to-one basis. Typically managers were only exposed to coaching through skills workshops. Coaching and personal development was never offered to employees at the lower end of the hierarchical ladder. Weatherford’s company culture has been evolved in dysfunctional and outdated competitive business climates which created obstacles for the organization to be successful and staying competitive. Past leadership created low trust, ineffective teamwork, poor communication and high turnover. This type of leadership was directive, dictatorial, autocratic, and task oriented which denigrated employee knowledge and understanding of the nature, purpose, and other intricacies of the tasks at hand.