Coaching-Friendly Culture and Executive Leadership
Organizations are only as successful as the executives and human assets it encompasses; through proper leadership, guidance, and culture, an organization can increase its competitive advantage, remain relevant in a competitive market, and increase profitability (Linnenluecke & Griffiths, 2010). Effective executive leaders can successfully and meritoriously empower, encourage, communicate, and motivate subordinates to achieve organizational goals and develop their professional skills (Hunt & Weintraub, 2017). Linnenluecke & Griffiths (2010) found that coaching cultures were more effective when the organization implemented executive coaching and that executive coaching efforts were more effective when implemented within a coaching culture.
Through executive coaching, organization’s employ a singular coach to help an executive develop leadership skills to positively influence the overall position of the organization (Underhill et al., 2007). Organizations who do not implement executive coaching experience reduces levels of executive commitment, lack of focus and self-awareness, and a reduction in the effectiveness in decision-making (Busine, 2019). Through research efforts, Linnenluecke & Griffiths (2010) found that executives within a coaching culture who underwent executive coaching experienced high levels of growth and an increased organizational commitment. Executive coaching increased the confidence of the executive which impacted their effectiveness and leadership abilities (Busine, 2019).
Beyond the strategic benefit, executive coaching encourages a differentiated and inimitable culture that accepts and promotes creativity, openness, and human development (Underhill et al., 2007). A coaching culture is developed through the organization’s introduction and enactment of executive coaching.; to execute and employ a “coaching culture,” the organization must communicate the cultures values and the importance of effective leadership throughout all facets of the organization (Underhill et al., 2007). For subordinates, the biggest influence in the managers and executives; both executives and managers benefit from this type of organizational culture (Busine, 2019). Don't use plagiarised sources.Get your custom essay just from $11/page
Executive coaching should be introduced as an incentive to be a good leader and develop executive skills that are a representation of how the rest of the organization should act because through the leadership and executive coaching, the executive will employ what they have learned into their actions and leadership endeavors (Underhill et al., 2007). Busine (2019) states that other managers will facsimile the actions of the executive if they feel that the executive is effective and successful in their efforts.
Busine (2019) also found that imitation is an innate component of the organizational context and that if an individual is perceived as effective or a leader, then other individuals will imitate those same attributes, within a coaching culture. Linnenluecke & Griffiths (2010) reiterate this notion and state that if the executive coaching is successful, then the results and benefits of the coaching effort will radiate throughout levels of the organization and result in a stronger competitive advantage.
This core concept will help identify future environments that lack these qualities and help to identify how to correct the communicate and values of the organization to enhance the culture to be more of a “coaching culture” (Linnenluecke & Griffiths, 2010). Research indicates that a coaching-friendly culture directly impacts the success of training, executive coaching and the organizations response to change derive an action plan to help implement and adopt a coaching culture to increase the effectiveness of leadership which will ultimately impact the strategic position of the organization and embrace change and adaptation required by market pressures (Busine, 2019).
Methods and Standards
The information presented was obtained through a concise and methodological approach. First, the generic term of “coaching culture” was placed within the search engine in the Jerry Falwell Library online access. From here, the years were manipulated to meet the required timeframe to derive the most relevant data. For this historical context, there were no constraints established for the date. The articles were reviewed based off key words and the abstract. From this, each article was downloaded and saved so that the pertinent information could be highlighted to be retrieved and reviewed later. The information was slowly categorized into sections and the information that was used were repetitious in nature, meaning that various research efforts had reached the same conclusion; therefore, making the data and information more significant in the field.
For this literature review, all resources were discovered through the Jerry Falwell Library and databases offered through JFL including Sage, JSTOR, and Emerald. Each article was qualified by first, ensuring that the search bar was set to “scholarly and peer-reviewed” and the authors were then researched to ensure that they were a qualified expert in their field of study. With each journal article, the authors have all been published in numerous journals; even the authors of the textbooks have multiple publications. Beyond this, each journal was qualified to ensure that it met the research standards and held validations from scholarly or professional institutes.
No outside sources were considered, including any information retrieved from a google, yahoo, or generic web browser. The articles needed to hold information pertaining to a coaching culture or what factors influenced that culture. For this literature review, the concept of executive coaching was also included due to the interdependency between the two notions. From this, the information was reviewed to determine which was the most beneficial and informative for the literature review and which notions would most align with the teachings of the course and future research efforts.
Questions for Research
After a review of the published literature, the author finds there are gaps pertaining to how executive coaching impacts different genders and research pertaining to what types of leadership styles are the most influential in a coaching culture. The literature and research find a strong correlation between executive coaching and a coaching culture, but the specific type of leadership that is most effective within the different organizational contexts lacks research.
Questions
- What type of leadership styles find the highest levels of success with executive coaching?
- What leadership styles are the most effective within the coaching culture context?
- Are men or women more successful in leadership positions within a coaching culture?
- What specific industries find the highest level of success through the implementation of a coaching culture?
- How does a coaching culture innovate to meet the dynamic environments of the market and the high demands of the professional business world?
- What components should be incorporated into the organizations action plan prior to implementation of the coaching culture.