Why Coaching is Important in Team Management - part 1 - Management

Coaching is one of the six emotional leadership styles as proposed by Daniel Goleman. It is a behavior or role that leaders enforce in the context of situational leadership. As a style of leadership, coaching is used when the members of a team are competent and motivated, but do not have an idea of the long term goals of an company. This involves at least two levels of coaching: individual and team. Coaching of a team makes members work together. In a group of individuals, not everyone may have the same level of competence and commitment to the given goal. A group may be a mix of highly competent and moderately good members with varying levels of commitment. These differences can cause friction among the members. The coaching leader helps the members level their expectations. Moreover, the coaching leader manages differing perspectives so that the common goal succeeds over individual goals and interests. In a big organization, leaders need to align the staffs' personal values with that of the organization so that long term directions can be effectively pursued.

Individual coaching is an example of situational leadership at work. It aims to mentor one-on-one building up the confidence of members by affirming good performance during regular feedbacks; and increase competence by helping the member assess his/her strengths and weaknesses towards career planning and professional development. Depending on the individual's level of competence and commitment, a leader may exercise more coaching behavior for the less-experienced members. Usually, this happens in the case of new staffs. The direct supervisor gives more defined tasks and holds regular feedbacks for the new staff, and gradually lessens the amount of coaching, directing, and supporting roles to favor delegating as competence and confidence increase.

Excellence is a product of habitual good practice. The regularity of meetings and constructive feedback is important in establishing habits. Members catch the habit of constantly assessing themselves for their strengths and weeknesses that they themselves perceive what knowledge, skills, and attitudes they need to acquire to attain team goals. In the process, they attain individually excellence as well. An example is in the case of a musical orchestra: each member plays a different instrument. In order to achieve harmony of music from the different instrument, members will polish their part in the piece, aside from practicing as an ensemble. Consequently, they improve individually as an instrument player.

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