1 / 21

Coaching Admired Leadership

Coaching Admired Leadership. Dave Seibold Professor, Communication, L&S Co-Director, Grad Program in Management Practice, CoE COM 122: Micro- and Macro-Organizational Communication October 26, 2009. Outline. Relevant Coaching Experience Coaching: Premises, Principles & Processes

roxy
Download Presentation

Coaching Admired Leadership

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Coaching Admired Leadership Dave Seibold Professor, Communication, L&S Co-Director, Grad Program in Management Practice, CoE COM 122: Micro- and Macro-Organizational Communication October 26, 2009

  2. Outline • Relevant Coaching Experience • Coaching: Premises, Principles & Processes • Conceptualizations of Leader/Leadership • Perspectives on Leadership • Admired Leadership

  3. Relevant Experience:Coaching Consultations BP-Amoco, Kaiser Permanente, Raytheon Vision Systems, State Farm, Goldman Sachs, Morgan Stanley, Merrill Lynch, BMG, American Medical Association, Illinois Power, Laurel Hill Trucking, County of Santa Barbara Department of Alcohol, Drug and Mental Health Services, Siemens Solar, Hartney-Greymont, Building One, Advanced Filtration Systems, National Cancer Institute, County of Santa Barbara Division of Child Support Services, Royal Caribbean Cruise Line.

  4. Coaching Premises • Breadth of expertise/skills > specialization • Multidisciplinarity > communication focus • Metatheoretical perspectives > theory • Theory-driven and grounded • Role as academic > consultant

  5. Coaching Premises • Similarity to/difference from clients? • Must introduce new material • Coaching vs facilitation • OD/HR style vs executive style • Value of organizational knowledge

  6. Coaching Principles • Only coach if can help . . . • Prepare thoroughly . . . • Do no harm/remedy asap/learning . . . • Accountable to client and system . . . • Encourage openness . . . • Same standards as personal relationships . . . • Focus on behaviors/skills & org structure . . . • Advocate for internal and social change . . .

  7. Coaching Processes • Contact from gatekeeper/screening process • Preliminary discussion(s) with client • Observations of client in situ • Interviews with stakeholders • Develop coaching plan • Secure agreement

  8. Coaching Processes con’t • Data sources: • PAs, • shadow method • view video • 360 degree feedback • self-diagnostic measures • critical incident diaries • role plays . . .

  9. Coaching Processes con’t • Interpretation/learning objectives • Interactional goals: task, identity, relationship • Confidence/diffidence markers • Blending power/attractiveness • Building credibility • Communicating strategy • Directive and facilitative leadership • Managing conflict and constructive negative feedback • Creating high performance teams

  10. Coaching Processes con’t • F-to-F sessions, phone call boosters • Contact with stakeholders to assess client changes/continuing challenges • Promote mechanisms for self- and peer-learning • Assess continued utility/determine endpoint • Check-ins and follow-ups

  11. Conceptualizations of Leader • Office/Position • Central Member • Sociometric Choice • Influence on Group Syntality • Performance of Necessary Group Functions

  12. Conceptualizations of Leader Leader/Role • Office/Position • Central Member • Sociometric Choice • Influence on Group Syntality • Performance of Necessary Group Functions Leadership/Process

  13. Leadership Perspectives • Traits • Styles • Situational/Contingency (Path-Goal Theory) • Functional/Skills • Transformational/Interactional (LMX Theory)

  14. Bennis’ Functions of CEOs as Leaders • Management of Vision • Management of Meaning • Management of Constancy • Management of Self

  15. Bass’ Characteristics of Transformational Leadership • Charisma • Inspiration • Individualized Consideration • Intellectual Stimulation

  16. Coaching Admired Leadership • Developing Leadership Optimism • Displaying Personal Values • Making Communication Memorable • Creating Group Pride • Pushing and Pulling Strategy • Negotiating Upward Relationships • Managing Downward Expectations • Motivating through Nontraditional Rewards

  17. Admired Leaders Motivate through nontraditional rewards: • Parachute into crises • Sign others’ books • Give people positive labels • Thank others in advance

  18. Admired Leaders Motivate through nontraditional rewards: • Are conscious of invitations • Congratulate people they don’t know • Reward through experience, not just dollars • Develop others by developing their strengths

  19. Admired Leaders Motivate through non-tradtitional rewards: • Talk about others’ career paths • Send personal cards -- to office and to home • Are optimistic about everything!

  20. Admired Leaders Motivate through non-traditional rewards: • Coach subordinates to take risks • Find ways to be supportive when others disagree

  21. Admired Leadership and Teams

More Related