Transformative Learning Theory

Thinking is something we all do on a regular basis. The process of using our minds to create ideas make all of our decisions or to remember our earlier experiences. Our minds are complicated structures that we have yet to understand. One man has a theory of learning as an adult and his name is Jack Mezirow. Mezirow was concerned in adulthood learning and began to interpret his theory of Transformative learning. There are two main components of transformative learning. The first is critical reflection and the second is critical disclosure according to Mezirow his transformative learning theory is based on previous learning experiences (İZMİRLİ, 2014).

Becoming a transformational leader can occur either because the leader has a model or mentor that is a transformational leader, because he/she is a born transformational leader, or through reflection. Senge (1990) wrote that “Learning through reflection is about finding the creative tension...between an understanding of current reality and a vision of desirable practice” (as cited in Johns, 2004, p. 24). In addition, Schuster (1994) noted that one who desires to become a transformational leader can cultivate certain qualities that are characteristic of such a leader: a stimulating vision for the organization, honesty, empathy, authenticity, the ability to defer self-interest to ensure that others are recognized, a holistic concern for the organization, the ability to share power with others, and the ability to develop others (as cited in Johns, 2004, p. 25). The transformational leader is also an effective communicator who persists during hard times and still has the courage to continue to move ahead even when fatigued and encountering difficulties (Schuster, 1994, as cited in Johns, 2004, p. 25).

The first coaching model to be critically appraised will be the GROW model. GROW is an acronym for Goals, Reality, Options and Will/Way forward. The GROW model was created by John Whitmore and popularised from his book in 1992, the model proceeds through the four phases, each edging the client closer to their desired goals realistically. Each phase consists with around three or four open questions initiating thought by the client as to what he or she wants and how they will get there. A major advantage of the GROW model is that the questions are fairly simplistic, although they would have to be conducted in a way which followed Whitmore’s techniques they are straight to the point.

In order to determine what behaviors would be effective in inspiring James to be productive, James’s supervisor needs to make select a coaching style that would be most effective in encourage James to develop his skills, knowledge, and capabilities. According to Aguinis (2013), there are four different coaching styles: driver, persuader, amiable, and analyzer (p. 233). The driver style describes a tactic that entails the coach taking a directive approach to coaching the employee (Aguinis, 2013, p. 233). According to Aguinis (2013), a coach who use the driver style tends to be assertive and quick to speak and usually speak about tasks and facts and usually omits personal feelings (p. 233). Conversely, the persuader coaching style describes an approach in which the coach explains the benefits of the coach’s directives (Aguinis, 2013, p. 233). Aguinis (2013) states that, like the driver coaching style, the persuader coaching style denotes coaches that are assertive, yet talk more about feelings and relationships (p. 233). Aguinis (2013) also states that the amiable coaching style emphasizes the importance of feelings and intuition as a guiding principle in coaching (p. 233). Lastly, the analyzer coaching style is inclined to follow logic, rules, and standardized procedures (Aguinis, 2013, p. 233). In addition, the analyzer coaching style is likely to enlist the use of facts and tasks in its approach, much like the tactics used in the driver coaching style (Aguinis,

Bluckert, P. (2005). Critical factors in executive coaching- the coaching relationship. Industrial and Commercial Training, 37(7), 336-340. doi:10.1108/00197850510626785

The process itself was highly customized as he spent four months in a business school and was not easily accessible to his own team or his family. On returning from the business school, the coaching process continued again and focused on what would make a difference to him and how to capitalize on what he had learned. David faced the challenges of a team who were up and running, and didn’t want the boss to “revert to type”, and he should identify what he might do next to add most value, given his new learning and potential opportunities in the organization. David and his coach worked through a very clear action-focused plan, with outcomes and measures, frequent follow-ups and tracking to ensure that things were on

Collins (2009) explains how support is the most distinguishing factor in coaching (Collins, 2009, p. 85). The client needs to feel supported and respected to make strides in coaching (Collins, 2009, p. 85). I believe by welcoming my client and actively listening to the information being shared, as well as, guiding instead of giving advice, my client will be able to see I am committed to the coaching. I believe when these skills are presented and maintained within the coaching process, the client will be more willing to tackle difficult

Being a leader has many advantages and disadvantages. Could coaching an employee be helpful for all involved? Being in a management position there is the need to be the devil’s advocate and approaching employees in a delicate manner to engage in the conversation that something issues need to change. What is the definition of coaching when working with adults in a workplace? Do managers need to be coached on how to coach? These are items will be addressed in this essay for anyone who is in or is planning on being in a managerial role. All the skills needed to provide a safe and healthy work environment for every employee.

The book The Heart of Change shows the practical side of the theories that are taught in the course textbook. It presents stories of successes and failures based in the application of concepts discussed in Organizational Behavior and Management and in class. Although we talked about several different concepts the ones that are evident in the examples in The Heart Of Change are the more progressive and individual centered approaches. The leadership characteristics that are important to successful change in an organization are those that are espoused in the transformational theory of management. It makes sense that ideals in line with the transformational management theory

What is coaching – “The coach works with the clients to achieve a speedy, increased and sustainable effectiveness in their lives and careers through focused learning. The coach’s sole aim is to work with the client to achieve all of the client’s potential-as defined by the client” The Coaching Manual Starr, J 2008.

• Ensuring they deal professionally with any identified relationship difficulties or conflicts of interest. Considering carefully the impact on themselves, the coachee, the organisation where appropriate seeking guidance

The human capital of an organization is the only sustainable competitive advantage one holds over their competitors. Leaders of organizations have realized the importance of coaching and how valuable it can be (Frankovelgia, 2010). NCCI’s commitment to coaching helps employees turn feedback into results, and improve employee and supervisor relationships. Coaching is an extension of organizational training which focuses on an individual 's needs and accomplishments, close observation, and impartial performance feedback (“Coaching,” n.d.). Supervisors can gather information through coaching to better understand any performance issue. Supervisors can then help employees identify progress and new skills necessary for promotion or improvement. This is why the Human Resources department committed to overhaul the company’s system for evaluating employees. After seeing the importance of coaching within an organization, they decided to couple this practice with their evaluation process system even though it is not easy to execute since it requires an extensive schedule of meetings throughout the year. Employees are striving for success and they are receiving the feedback they need to become a stronger performer in their job role. Coaching promotes creativity, breakthrough performance and resilience, giving organizations a competitive edge and an effective way to flow and operate within an

This paper outlines a new way of utilizing coaching to drive wide scale organizational change. It illustrates how training leaders to be internal coaches is a more scalable, sustainable and robust approach to driving change and improving performance than hiring external coaches. The authors illustrate the various benefits to using internal coaches, flesh out the cost benefits, and highlight a range of creative ways that organizations can integrate coaching into their Learning and Development (L & D) or Organizational Development (OD) frameworks. It

Adams, B. & Adams, C. 2009, “Transformation”, Leadership Excellence, vol. 26, no. 2, pp. 14-15.

Working Collaboratively with others, Have the innovation and energy to facilitate change via transaction and transition Involving and empowering others in a team work Organisational commitment, Provide educational leadership and sound pedagogy. Ensuring the best and the only concept Interpersonal understanding Be able to empower others and form collaborative relationships with keenness to work inclusively with the staff, Board of Trustees, parents/ and wider community.