Checklists and practical guidance notes are provided to help you understand the principles and practice of effective performance management and how the process can be an essential lever in enhancing the performance and motivation of individuals and teams in your organization. Headteachers, team leaders, governors and trainers will reach for this book again and again. Help Centre.
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Link Either by signing into your account or linking your membership details before your order is placed. Description Table of Contents Product Details Click on the cover image above to read some pages of this book! A useful addition on the book shelf of head teachers and school leadership programmes' - ESCalate Designed to help you get the best out of your team, this practical book shows you how to motivate and engage people through the effective design, application and review of performance management.
Performance Coaching Coaching your team Coaching for performance Motivating your team Motivation and continuous improvement Theory Into Practice From performance management to performance coaching in schools Performance planning Performance monitoring Performance review Bibliography Index Table of Contents provided by Ingram.
All Rights Reserved. In Stock. Leading Collaborative Learning Empowering Excellence. Because coaching and leading are certainly two different matters, the leader must have a number of additional competences. The coaching leader is closer to his employees than the authoritarian leader and will probably know his employees better.
The coaching leader looks where opportunities exist for employees to improve themselves, but also takes their preferences into account. By taking this into account, everyone will be working in the right place, which will advance productivity. A requirement is that the leader knows exactly what is happening on the workfloor and what the role of the coached person is. Social skills and tact. When the leader functions as a coach, the employee can call on him in case of personal problems. In doing so, various privacy-related situations may be discussed, such as financial problems, relationship problems or health problems.
These sensitive matters must be handled with tact and professionalism so as to create a safe climate for the employee. For this reason, it is important that the coaching leader has integrity. Good communicative skills are invaluable in each leadership style, including in the coaching leadership style. Objectives and expectations must be discussed, so everyone is clear on his role. When the team starts working, the leader only has to set the pace occasionally.
There must be enough time for feedback and reflection in order to coach effectively. Feedback must be provided based on concrete points for improvement.
You Can’t Be a Great Manager If You’re Not a Good Coach
This constructive feedback must be purely professional and may not include any personal judgements or attacks. Feedback is often only half understood and processed and therefore it can be valuable to recheck whether the person receiving the feedback actually understands it.
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A good coaching leader only gives limited instructions and lets the employees think for themselves about a possible solution to a problem by asking questions. In this way, the employees are encouraged to work in a responsible manner and creativity is encouraged as well.
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Carrying out responsible work ensures that they will remain motivated, and this means there will be less or no compulsory advice or suggestions needed towards the employee. Good questions to make employees think about task-oriented matters can be drawn up by means of the GROW Model.
As in every leadership style, it is important that the leader works in a result-oriented manner.
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This result-orientation arises from the established objectives. Because the coaching leader is particularly aimed at developing and improving qualities and talents of the employees, this is oriented more at development. A good balance between these two visions will therefore have a favourable effect. The road to task maturity is not equal for everyone and so there are various situations in which certain leadership styles are more effective than others: Two key questions from the Situational Leadership Model SLM of Hersey and Blanchard are:.
When a person scores low on one of these two questions, coaching leadership could be an effective leadership style.
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When the employee is sufficiently motivated but simply does not have the knowledge or expertise, the leader must adopt a guiding role. The leader will then show the employee that the required capacities can be learned. He does this by having the employee ask questions and building on the answers to those questions. If the employee has sufficient expertise, but is not motivated, the leader must adopt an encouraging and coaching style. The leader must ensure that the built-up resistance the employee feels is removed by giving him the space to make suggestions or by giving him a say in the activities in some other way.
Adopting a coaching leadership style can work particularly well, but is not always as effective and desirable.
Coaching Leadership Style
However, natural leaders are able to switch between styles and thus use the right style at the right time. Advantages of a coaching leadership style are:. A coaching style encourages the sense of responsibility and commitment in employees. This is because these leaders express the feeling towards their employees that they believe in the qualities and competences they possess.
The coaching leader offers his employees sufficient space and freedom to brainstorm about the tasks that must be carried out. The leader is closer to the activities on the workfloor than an external coach and therefore has a better idea of the goings-on in the organisation. Yet, there are still disadvantages to a coaching leadership style: The hierarchical structure within an organisation can make it difficult to strive for equality in a coaching leadership style. When the employee and leading coach have a functional work relationship, the employee may fear that the coaching meetings influence the results of the assessment interview.
In that case, the coaching process is better conducted by an external coach who knows the organisation well or another manager from a different department. Coaching means developing qualities, but when the employees do not feel motivated, they will not invest any effort in self-development. Often, coaching is used as an instrument to solve the dysfunctioning of an employee. However, this dysfunctioning can have different causes, such as severe private issues or psychological problems.
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In these cases, therapy is a better option. What do you think? Do you recognize the explanation about coaching leadership or do you have anything to add? When do you think a coaching leadership style is effective?