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When you hear the word 'coach' Wholesale Jerseys
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, what comes first into your mind? Do you picture a
basketball team with a manwoman shouting out directions? Or perhaps a football
team with a manwoman pacing to and fro and calling out the names of the players?


Coaching is no longer reserved to sports teams; it is now one of the key
concepts in leadership and management. Why is coaching popular?

Coaching
levels the playing field.

Coaching is one of the six emotional leadership
styles proposed by Daniel Goleman. Moreover, it is a behavior or role that
leaders enforce in the context of situational leadership. As a leadership style,
coaching is used when the members of a group or team are competent and
motivated, but do not have an idea of the long-term goals of an organization.
This involves two levels of coaching: team and individual. Team coaching makes
members work together. In a group of individuals, not everyone may have nor
share the same level of competence and commitment to a goal. A group may be a
mix of highly competent and moderately competent members with varying levels of
commitment. These differences can cause friction among the members. The coaching
leader helps the members level their expectations. Also, the coaching leader
manages differing perspectives so that the common goal succeeds over personal
goals and interests. In a big organization, leaders need to align the staffs'
personal values and goals with that of the organization so that long-term
directions can be pursued.

Coaching builds up confidence and
competence.

Individual coaching is an example of situational leadership
at work. It aims to mentor one-on-one building up the confidence of members by
affirming good performance during regular feedbacks; and increase competence by
helping the member assess hisher strengths and weaknesses towards career
planning and professional development. Depending on the individual's level of
competence and commitment, a leader may exercise more coaching behavior for the
less-experienced members. Usually, this happens in the case of new staffs. The
direct supervisor gives more defined tasks and holds regular feedbacks for the
new staff, and gradually lessens the amount of coaching, directing, and
supporting roles to favor delegating as competence and confidence
increase.

Coaching promotes individual and team
excellence.

Excellence is a product of habitual good practice. The
regularity of meetings and constructive feedback is important in establishing
habits. Members catch the habit of constantly assessing themselves for their
strengths and areas for improvement that they themselves perceive what
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, skills, and attitudes they need to acquire to attain team
goals. In the process, they attain individually excellence as well. An example
is in the case of a musical orchestra: each member plays a different instrument.
In order to achieve harmony of music from the different instrument, members will
polish their part in the piece, aside from practicing as an ensemble.
Consequently, they improve individually as an instrument player.


Coaching develops high commitment to common goals.

A coaching
leader balances the attainment of immediate targets with long-term goals towards
the vision of an organization. As mentioned earlier, with the alignment of
personal goals with organizational or team goals, personal interests are kept in
check. By constantly communicating the vision through formal and informal
conversations, the members are inspired and motivated. Setting short-term team
goals aligned with organizational goals; and making an action plan to attain
these goals can help sustain the increased motivation and commitment to common
goals of the members.

Coaching produces valuable
leaders.

Leadership by example is important in coaching. A coaching
leader loses credibility when heshe cannot practice what heshe preaches. This
means that a coaching leader should be well organized, highly competent is
hisher field, communicates openly and encourages feedback, and has a clear idea
of the organization's vision-mission-goals. By vicarious and purposive
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, members catch the same good practices and attitudes from
the coaching leader, turning them into coaching leaders themselves. If a member
experiences good coaching, heshe is most likely to do the same things when
entrusted with formal leadership roles.

Some words of caution though:
coaching is just one of the styles of leadership. It can be done in combination
with the other five emotional leadership styles depending on the profile of the
emerging team. Moreover, coaching as a leadership style requires that you are
physically, emotionally, and mentally fit most of the time since it involves two
levels of coaching: individual and team. Your members expect you to be the last
one to give up or bail out in any situation especially during times of crises. A
coaching leader must be conscious that coaching entails investing time on each
individual, and on the whole team. Moreover, that the responsibilities are
greater since while you are coaching members, you are also developing future
coaches as well.
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