Essay Week 5 Leadership Coaching Plan

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Question Description

This essay serves as the next section of your Leadership Coaching Plan. In a 750-word essay, discuss strategies for collaborating with the leader to set actionable goals. Incorporate the following in your discussion:

1. Describe the purpose for setting actionable goals. 2. How will you help the leader create a development plan with actionable goals? 3. How will you help the leader to strive toward a mastery level of development? 4. Which follow-up strategies will be integrated into the plan to support the leader’s commitment and persistence toward the goals? How will this follow-up plan support the stages of learning and change?

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Running head: LEADERSHIP COACHING PLAN Leadership Coaching Plan Reginald Mapp Coaching Waldorf college 1/29/2018 LEADERSHIP COACHING PLAN 2 Leadership Coaching Plan Leaders require to understand whether their leadership skills and strategies are working the way they should. In order to make this determination, they need to acquire feedback from peopl in different capacities both on top and below them. In leadership coaching plans, leaders are also required to be able to formulate or utilize the available strategies for providing helpful and balanced feedbacks to people at different capacities (Bezuijen, 2010). This piece will focus on the goals for providing feedback to the leader, the formulation of a leader’s feedback, and the strategies used to navigate the emotional impact of feedback. Goals for providing feedback to the Leader I have three goals of providing feedback to a leader. The first goal is to help the leader understand my perspective or point of view about an issue. By understanding the point of view and feedback, the leader will be able to take a step or make a decision based on the type of feedback. Due to how impactful the feedback may be, it is important to take your time before providing feedback to a leader. My second goal of providing feedback to a leader is to allow the leader to accept my perspective and line of thinking. In this case, feedback acceptance allows the leader to take a step and do something about the issue. In order to achieve this goal, I would make sure that the leader clearly understands the feedback then give them time to process it without any pressure. My third goal for providing feedback to a leader is to enable the leader to use my line of thinking and act upon it. However, this cannot be achieved without achieving the first two goals. Formulating a leader’s feedback The formulation of feedback determines whether it is helpful or not. For my feedback, I would formulate in a way that it is clear, specific, and direct. Clarity in feedback enables the LEADERSHIP COACHING PLAN 3 person receiving it to precisely know how you’re thinking about a matter (Louis, 2011). Secondly, by making my feedback specific, I will be able to point out the particular points of view without beating around the bush. The importance of specificity is that it saves time for making decisions. Thirdly, after formulating my feedback in a way that it is direct, the recipient will be able to make good decisions without misinterpretations. I trust that my feedback would be very helpful if it follows these three factors. Strategies used to navigate the emotional impact of feedback The strategies I would use to navigate the emotional impact of feedback include being modest while providing feedback, considering the emotional background of the recipients, and explaining my feedback. Being modest will help me pick up the mood of the recipient while delivering my feedback. Other than this, with a good understanding of the emotional background of the recipients, I will be able to know which words to use to avoid upsetting them. Finally, explaining my feedback and why I came to a certain conclusion, will motivate the recipients to accept the feedback. LEADERSHIP COACHING PLAN 4 References Bezuijen, X. M., van Dam, K., van den Berg, P. T., & Thierry, H. (2010). How leaders stimulate employee learning: A leader-member exchange approach. Journal of Occupational and Organizational Psychology, 83(3), 673-693. Louis, K. S., & Wahlstrom, K. (2011). Principals as cultural leaders. Phi Delta Kappan, 92(5), 52-56. Running head: LEADERSHIP COACHING PLAN Leadership Coaching Plan Reginald Mapp Waldorf College 1 LEADERSHIP COACHING PLAN 2 Leadership Coaching Plan Question 1 Coaching refers to a form of development where a coach supports other people to achieve various personal or career goals. In many institutions, it is a critical process through which employees are able to develop into shrewd and competent individuals. Coaching dialogue is a conversation between a coach and their followers that aims at improving them by assessing some of the challenges they face and how they can overcome them (Kloster, & Swire, 2015). There are several goals of coaching conversations. One of the major goals is to resolve some of the conflicts that may arise among the employees within a given workplace. It is human nature for conflicts to arise among people. The role of coaching dialogues is to assess the cause of these conflicts and come up with solutions that ensure that the concern is appropriately addressed. Coaching dialogue also ensures that closer ties and relationships are developed thereby reducing any chances of conflicts in the future. Coaching dialogue also aims at building teams within the workplace. A workplace that has great teams in place is more likely to be successful than a workplace that does not have teams that are properly organized. The aim of the coach is to provide a platform through which team building can take place across the institution. The coach can also accomplish several goals through this dialogue. First, they can get to know the relationships that exist among the employees since there is a great contact that is created through the dialogues. The leader will also get to know the needs of the employees. This is possible because the leader comes into contact with the employees and this allows them to understand what changes they desire to observe at the institution. When the needs of the employees are met, their morale and motivation could be enhanced and this can over time lead to increased productivity. LEADERSHIP COACHING PLAN 3 Question 2 The ‘use of self' framework is a method of self-review that is used by the coach of a leader to assess their contribution towards the coaching practices. In any coaching dialogue, the contribution of the leader is one of the determinants that assesses the level of success that can be achieved by the whole team. Such an assessment is aimed at analyzing their contribution and how they can improve the employees or followers across the institution. The leader uses the framework to determine the various strategies they can develop for the whole team. One can help the leader to develop the ‘use of self' framework by assessing their strengths and weaknesses. When a leader understands their strengths and weaknesses, they can concentrate on the strengths when working on the coaching dialogue while at the same time working on their weaknesses for future improvement. One can also help the leader to ‘see’. This means analyzing the teams or people that need coaching across the institution. Doing this requires one to conduct an assessment of the skills and competencies of all employees across the institution. It can also include assessing some of their strengths and weaknesses. Through such an assessment, the leader can have a clear picture of the areas across the organization that requires improvement through coaching dialogues. The leader should Provide appraisal and congratulate the employees in the areas where they have shown impeccable performance and help improve the areas where various weaknesses were exemplified. These strategies can go a long way towards ensuring continuous improvement across the institution. Question 3 A leader can also employ coaching mirror techniques to guide the coaching dialogues and improve the leader’s self-reflection. The process helps develop a decision or fact in our LEADERSHIP COACHING PLAN 4 subconscious. Mirror techniques suggest that the leader should first conduct an assessment of their actions and behaviors before developing interventions for the employees across the organization. Assumptions can be tested by assessing the various alternatives that the leader has at any given moment. If these assumptions are not tested, the whole coaching process could be affected and this could lead to failure of the coaching strategies that have been adopted. The leader can also apply the Ladder of Inference when undertaking various coaching techniques. The Ladder of Inference is a thinking process that people go through without realizing that it is happening. There are seven major steps in the ladder (Zemke, & Anderson, 2017). They include real data and experience, select data and experience, affixed meaning, make assumptions, come to conclusions, form beliefs, and take action. The leader must select specific data or information to act on. Once such information has been identified, they may develop a meaning, make assumptions, and develop a conclusion to the whole situation. The last step involves taking action after all the alternatives or choices have been considered. The framework is applicable by leaders whenever they are faced by decisions that are difficult and could have detrimental consequences to the organization. The framework thereby helps reduce the risk that is associated with daunting tasks and decisions. Question 4 There are several open-ended questions that can be used by a leader to initiate dialogue in coaching. Some of the questions include: • What is standing in your way to be productive at your place of work? • What goals are you looking to achieve at the institution? • What is your opinion about workplace relationships? • What resources do you need to be successful in your career? LEADERSHIP COACHING PLAN • What is the role of the manager towards teams? • How do you handle challenges such as conflicts with your colleagues? 5 LEADERSHIP COACHING PLAN 6 References Kloster, T. W., & Swire, W. S. (2015). Anytime coaching: Unleashing employee performance. Tysons Corner, VA: Management Concepts Press. Zemke, R., & Anderson, K. (2017). Coaching knock your socks off service. New York: AMACOM. ...
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School: Carnegie Mellon University

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Leadership coaching plan
Student’s Name
Institutional Affiliation




Leaders need to comprehend whether their leadership goals are helpful to the
organization. They should therefore set actionable goals that can be described as strategic
objectives that the management of a business establishes to highlight the expected outcomes and
guide the efforts of the employees. There are many purposes of setting actionable goals including
directing the workers, functioning as behavioral incentives, justifying the existence and activities
of the organization, and defining the performance standards (Cothran, Wysocki, Farnsworth &
Clark, 2012). Actionable goals need to be specific, measurable, achievable, realistic, and smart
(SMART). Therefore, the goals help the organization to have a clear path to attain success and
realize its vision.
Purpose for setting Actionable Goals
The first purpose of setting actionable goals is to help increase the operating margins.
Leaders and workers who clearly comprehend the actionable goals and how they can relate to the
company turns out to be more engaged with their duties. Thr...

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