Coaching a leader: leveraging change at the top

• Published in: The Journal of management development Vol. 17; no. 2; pp. 93 - 105
• Main Authors: Giglio, Leo, Diamante, Thomas, Urban, Julie M
• Format: Journal Article
• Language: English
• Published: Bradford MCB UP Ltd 01-03-1998; Emerald Group Publishing Limited
• Subjects: Administrators; Coaching; Coaching (Performance); Executives; Guidelines; Job Coaches; Leaders; Learning Experience; Management Development; Methods; Motivation; Organizational Change; Organizational Development; Perceptions; Political Attitudes; Resilience (Psychology); United States > US; Executives; Management development; Coaching; Motivation; Organizational change
• ISSN: 0262-1711; 1758-7492
• DOI: 10.1108/02621719810205998

To succeed, organizations must adapt to environmental changes. Executives play a critical leadership role in this process of change. They must be aware of organizational nuances as well as external influences that may impair their interpersonal decision-making ability. Organizations often provide a coach for executives who are having trouble with change and are in need of more effective leadership strategies. The process of coaching offers a fresh perspective for understanding and affecting organizational processes and individual behavior. A strategic position is taken when the coach gathers information, interacts with the environment, reframes information, and assists the executive in acting on pressing circumstances. The coaching process is a critical aspect of organizational development. Coaching helps the executive focus on objectives, develops resiliency, and builds interpersonal savvy. This article explores the key elements of effective coaching, a surprisingly overlooked aspect of organizational change. Steps are outlined in the coaching process and examples are given on how the process works. A case is made for executive coaching as important leverage for organizational transformation.