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The transformational leader of the 21 century, who is at the same time the leader in permanent learning and creation, is different concerning the manner of understanding the need of changing his or her manner and style of communicating with his or her employees who, under the impact and by accepting the change, themselves become creators of added value in the company. The coaching style of the leader has a positive impact on employee motivation and self-esteem as well as their creative dimension, which makes the company more competitive at the turbulent market.
“Leaders need to “shape” the new manner of thinking by adopting non-directive coaching style to replace directive styles such as mentoring, advising, and training. Many people use the terms mentoring, training, and coaching in almost the same meaning. “Coaching is partnership with a client in the contemplative-provoking and creative process which inspires them to maximally develop their personal and professional potentials.” ICF defitition. Coaching is a process which helps people to actively shift from the point where they currently are (either in business or private terms) to where they want to be. In most cases, not everyone has a defined idea where they would like to be; thus, coaching with its competences helps them find this out on their own. Transformation of the manner of thinking is not simple, as it is not easy to change deep-rooted opinions, beliefs, and perceptions of people. By asking carefully tailored questions, the coach provokes thinking and reflection of experiences, thus developing potential and creativity. “
Coaching is the most efficient form of work which enables use of the method of learning through experience. Such form of work implies responsibility of the very person who is being developed, and his or her active participation in empowerment of their capacities and skills. Using different methods of work, employees not only promote themselves, but also apply the developed skills, thus contributing to development of the organization. The role of the coach is not to teach, train, mediate, or be a mentor. The only knowledge the coach needs to have in order to support and assist others in their development and change, is the knowledge on the coaching processes, as well as the skills, tools, and techniques complementing this process. The main “weapon” in the coaching arsenal is a “well-asked question”, not offering solutions.
A new manner of thinking and communication of the leader with his or her employees is needed so that results of synergetic action could be efficient and effective, thus making companies successful in the 21st century business-making.
When business leaders accept coaching style, they do not place themselves in the role of an expert, but implement the skill of supporting others to promote and use their potential. Such manner of work has a very positive impact on motivation of others, their self-respect, and self-assurance. The leader who encourages employees to adopt coaching style has in his hands a powerful weapon which initiates and supports engagement at work.
The solution we need tomorrow for issues we are faced with today will not stem out of solutions which were good in the past, as circumstances, resources, and actors are different. Still, every employee nowadays has the potential to reach an efficient solution and when they reach such a solution by themselves, this is very powerful, motivating, and empowering, which the coaching model actually tends to achieve.
Benefits of coaching as the managerial style of the leader are increased productivity and quality in work of individuals and teams alike, empowerment of enthusiasm of team work, development of trust, and increased employee satisfaction and loyalty. The difference made by coaching style is the leader’s support extended to all actors in the team who release additional potential for creativity and innovation through their contribution and mutual energy.
Due to the interactive and synergetic role of contemporary business processes, the need to pass decisions on all managerial levels has become the driving force in sustainable company business-making. In order to be competitive, the most important role of leaders today is to allocate their employees efficiently so as to be as creative and innovative as possible.