In recent years it has been increasingly heard that to lead a team is advisable to use a leadership development style based on the coaching methodology. But we can ask ourselves many questions: What is coaching? What is it based on? What skills do we need? How can we apply coaching to leadership? Are we facing a new conception of leadership?
Ralph M. Stogdill’s statement is well known: “There are almost as many definitions of leadership as there are people who have tried to define the concept.” But in this case, leadership is treated in a very consistent way with the very essence of the person, in which attitudes, emotions, and behavior are interrelated.
Some of the troubles that negatively affect the development of companies are authoritarianism, stress, depersonalization, despair, and haste. These troubles may indicate some guidelines to establish preventive lines of action that consider the particularities of each organization. In this context, new styles of leadership development are increasingly proposed that overcome traditional schemes of charisma and innateness.
These new leadership trends go through coaching, competency management, and teamwork, within a less hierarchical, more horizontal structure. This generates personal requirements, both in the leaders and in their collaborators, which imply other capacities: initiative, proactivity, creativity, flexibility, etc.
The search for new procedures and strategies to simultaneously improve the performance, productivity, and work environment is constant. In this sense, various formulas of people management, conciliation, incentives, communication, and training are implemented, which achieve partial improvements.
You do not have to be an expert to know that the key to the proper functioning of organizations is the quality and involvement of people. This is where the use of the coaching methodology in leadership development is framed.
Regarding what employees are looking for in a company, Ken Blanchard, known worldwide for his theory of situational leadership, points out two issues that currently seem to interest employees enough: the honesty of the company and the opportunity to train and acquire experience and skills that can serve them in the present and in the future.
Also, what managers ask of their collaborators has evolved. The same author tells us that when consulted with senior executives worldwide, the most frequent response was: “I want people to solve problems and be willing to take the initiative. I want the people who work for me to act as if they were the owners of the company.”
At A&P, we understand the convenience of having a high degree of coaching skills to respond to these needs.
In fact, in recent publications of various business schools, reference is made to personal improvement within the most valued managerial competencies, and that a good leader must have a personal philosophy of life.
To do this, it is recommended to promote managerial quality, facilitating self-knowledge, and the development of their abilities to communicate, motivate, and involve their teams in the achievement of results.
In this line, we can frame what we have called “Coaching style leadership style” that we offer in our training programs for managers and middle managers.