How to Write a Summary of an Article? Executive Coaching Theories Executive coaching is not a one-size fits all profession. There are a multitude of different approaches that one can take to help the client identify and reach his goals.
The field encouraged nonprofits to tighten their belts and look outside their organizations for solutions.
TCC Group, a national management-consulting firm, designed, managed, and facilitated the initiative. After two years of experimentation with shared leadership, TCC Group conducted an evaluation, and found that 78 percent of participants had increased their awareness, knowledge, and ability to develop staff as leaders at all levels of the organization.
The evaluation, which included event feedback surveys, a post-initiative survey of all participants, and two participant focus groups, also revealed significant increases in both staff involvement in decision making and clear and effective accountability structures throughout the cohort.
Many of the organizations discovered that they were able to do more effective work with less or the same amount of funds, and reported that shared leadership eased the stresses on executive directors. Essentially, the organizations found that they could do more with less funds by doing more with more leadership.
Theories about organizational transformation have been pointing in the direction of shared leadership for more than three decades now.
InPeter M. Leaders use control and imposition rather than participative, self-organizing processes. One of the principal dimensions of self-organization they named was deeper diffusion of authority and responsibility into the organization.
Crutchfield and Heather McLeod Grant posited in Forces for Good that effective organizations share leadership across staff, board members, and external networks.
The LLC participants generally reported that this was true of their organizations. However, we found that this concentration of power was not because executive directors were power hungry.
Nor was it even deliberate.
It was due to a lack of familiarity with the alternatives. The executive directors were interested in exploring ways to empower staff through more formally shared leadership, given their growing fatigue and their commitment to promoting values of community engagement and empowerment.
We came to understand shared leadership as encompassing a spectrum between more authoritarian models, which focus on one leader, and more inclusive models, which focus on the leadership of many see Figure 1. We also discovered that there are dozens of ways leadership can be shared once authority is expanded beyond an individual position to the group—without fully ceding authority to that group.
Among the participating organizations, authority—over what, with whom, and through which structures—varied significantly.
However, three characteristics were common to all the organizations: Adaptability within the Spectrum. Knowing when a particular expression of leadership is appropriate, and being able to shift within the spectrum as needed. Orientation toward Shared Leadership. Expanding the problem-solving capacity of an organization without giving up the option of top-down approaches when necessary.
Developing the relationships needed to shift within the spectrum when necessary, without any negative impact or mistrust.
Adaptability within the Shared Leadership Spectrum Adaptability means being able, as a group, to occupy the right place in the spectrum for each situation. If one is in New York City and needs to get from Brooklyn to Staten Island without a car, a public transportation map is useful; if one wants to understand how public health resources are distributed in New York City, one needs a different map.
Similarly, an organization needing to terminate an employee may need to use a top-down approach. When developing a new program, however, leveraging internal resources and external relationships is likely more useful. To achieve the best results, we need multiple maps and the ability to know when to use which one.
Orientation toward Shared Leadership Shared leadership requires that staff be willing to see the big picture and take ownership for the whole organization. An executive director cannot decree this orientation; nor can it take root without senior leadership.
A shared leadership orientation is more of an invitation for all staff to assume greater responsibility and influence. Not everyone wants this, however; occasionally, staff members will leave the organization when this approach is implemented.
But if shared leadership does not become a broadly shared orientation, not much change is possible. Trust as a Foundation for Shared Leadership Shared leadership requires some trust, and then tends to increase trust.RUNNING HEAD: Theories Provide Executive Coaching Foundation Executive Coaching Intertwines Multiple Practical Theories Will Ackerman MLC Bellevue University March 5, ABSTRACT Myriad theories form the foundation for executive coaching.
There is no one approach that fits best.
LAANE began with a staff retreat to develop a vision for shared leadership, and has since engaged in strategic planning, conducted staff trainings on supervision and meeting facilitation, developed written protocols and procedures, hired a human resources director to provide executive coaching, and expanded its leadership team.
I have outlined my coaching philosophy and the theoretical models underpinning my executive coaching practice, specifically ‘person-centred counselling’ and ‘experiential learning’. The benefits of identified models have been explained, and comparisons with other interventions made.
Executive Coaching Intertwines Multiple Practical Theories Essay RUNNING HEAD: Theories Provide Executive Coaching Foundation Executive Coaching Intertwines Multiple Practical Theories Will Ackerman MLC Bellevue University March 5, ABSTRACT Myriad theories form the foundation for executive coaching.
CNN has featured executive coaching on multiple occasions. The Bruce Peltier’s “The Psychology of Executive Coaching,” in addition to being an excellent volume on theory and application, provides an excellent executive coaching is a one-on-one relationship between a coach and a client in.
Executive Coaching Intertwines Multiple Practical Theories Will Ackerman MLC Bellevue University March 5, ABSTRACT Myriad theories form the foundation for executive coaching. There is no one approach that fits best.
To be an effective executive coach, you must have a variety of tools and resources at your fingertips.