The rapid constant and disruptive changes in the modern organization contribute to the adoption of support and guidance as forms of leadership roles. The control system where leaders had all the answers to questions or issues in an organization is losing its meaning with each passing day. A good leader coaches employees to adapt to the transitioning organizational objectives, commitments of the staff, and realization of innovation in a business organization. A good leader must be a good coach to realize cohesion and productivity among employees and other stakeholders. The fundamental shift in social issues requires a leader to apply coaching roles to achieve an innovative, committed, productive, and interactive employee body.
Organizations are adopting the digital way as a form of a vital innovation. Technologically skilled leaders must transfer their knowledge to the staff and other subjects through training sessions and motivations. It is not a matter of giving direction on the perfect use of the new technological device but training the stakeholders on its practical usage and importance to an organization. Creating a learning organization is an ideal role that leaders acting as coaches have emphasized in their quest to realize a technology-based organization that conforms to the digital age (Ibarra & Scoular, 2019). A coach must, therefore, identify perfect technologies that are relevant to an organization's objectives. After the identification of such inventions, he or she would expose the devices to the staff members and guides them through manuals and practical usage. An employee will, therefore, adapt to the changes through the actions taken by the leader. Control and guidance practices by the leader outdated, more so in a case of a technological application. Leaders must, therefore, be ready to coach the employee's body and ascertain that they have adapted to social transitions. The situation will aid in the achievements of the set goals.
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Leaders need to apply the GROW model to be perfect coaches and realize an interactive employee body. A leader who stresses on excellent communication and transfers the communication skills to employees is bound to achieve objectives. The goal is the first factor that a leader must explain to employees. The situation promotes the sole aim of attaining objectives but not through a guided action (Ibarra & Scoular, 2019). A good leader raises a factual question and expects employees to ponder over such an interrogation. The process describes the reality of an organization. Employees who seek answers by themselves will gain new ideologies among them due to autonomy in interaction and lack of control from the leader. They will be productive, a feat that defines the role of a good coach in a leadership position. Providing an option to employees is also a perfect leadership style of a good coach. Highlighting opportunities to clients or employees will depend on their thinking and broaden their choice of action to undertake (Ibarra & Scoular, 2019). Since they will discover the issues by themselves, they will adopt innovative approaches to goals. Finally, the application of will enables people undergoing coaching to identify an action plan and apply creativity in the achievement of objectives.
Ethical presentation by a good coach who aspires to be perfect leaders and realize cohesion in an organization is necessary. The quality of the relationship between the client and a coach leads to the achievement of goals (Passmore & Fillery-travis, 2011). A client can perceive a leader as a good coach due to roles such as showing empathy and counseling to aggrieved clients. A good coach must form an environment where a client feels safe and emotionally stable through autonomy in the expression of the problems and a room for the provision of options. A good coach must be emotionally sensitive to clients' feelings and perceptions of a social issue. Such roles exposes a good leader to an understanding the attitudes of different clients. Considering such attitudes is vital. The situation explains the success of a coaching session by a perfect leader.
Developing employees through the sharing of ideas leads to competence. A good leader share ideas with the entire leadership team to promote good coaching abilities. Unity in a team leads to competence by the team members such as employees. They will be in a perfect position to learn from the leader and president their ideologies on an issue. A leader who provides direction and encourages joint decision making on such an idea would achieve cohesion among employees (Morgan et al., 2011). Since the coach's role is to advised and develop every member physically and emotionally, a good coach will apply communication skills techniques and motivation to ascertain the achievement of leadership roles. Developing the skills of employees requires motivation and perfect inventions by a coach (Morgan et al., 2011). Since unity and organization are vital in a team, a leader that applies excellent attributes of as coach must realize a competent employee body.
Leaders must be good coaches to enable the achievement of objectives. A good leader must shift from control and guidance method to autonomy in an organization. He or she must train employees on the perfect application of technology by allowing them to handle the practical part of the process. The sharing of ideas among employees is also the role of a good coach who shows ideal leadership skills. Application of GROW, adherence to ethics, and maintaining cohesion are examples of factors that a good coach must train employees to adopt. A good coach allows teal and individual-based acquisition of knowledge in an organization.
References
Ibarra, H., & Scoular, A. (2019, November 1). The Leader as Coach . Harvard Business Review. https://hbr.org/2019/11/the-leader-as-coach
Morgan, H., Harkins, P., & Goldsmith, M. (2011). The Art and Practice of Leadership Coaching: 50 Top Executive Coaches Reveal Their Secrets . John Wiley & Sons.
Passmore, J. & Fillery-travis, A. (2011). A critical review of executive coaching research: A decade of progress and what's to come. Coaching an International Journal of Theory Research and Practice. 70-88. 10.1080/17521882.2011.596484.
