Case Study 9-2 What Is Your Coaching Style Leadership

Example of a coaching style

Review Case Study 9-2, "What Is Your Coaching Style?". Conduct a self analysis of your personal coaching style. Identify and evaluate your style against quadrants proposed.

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Case Study 9-2 WHAT IS YOUR COACHING STYLE?**

Below are 15 rows of four words each. From each row, select and circle two words out of the four that best describe the way you see yourself. [f all four words sound !Ike you,select the two that are

most like you. If none of the four sounds like you, select the two that are closest to the way you are. Then, total the number of words selected under each respective column.

A
B c
D
1 AU-business Bold Personable Deliberate
2 Organized Listening Telling Courteous Listening
3 Industrious Independent Companionable Cooperative
4 No-nonsense Decisive Talkative Reflective
5 Serious Determined Warm Careful
6 To-the-point Risk-taker Amiable Moderate
7 Practical Aggressive Empathetic Nonassertive
8 Self-controlled Authoritative Shows emotions Thorough
9 Goal-directed Assertive Friendly Patient
10 Methodical Unhesitating Sincere Prudent
11 Businesslike Definite Sociable Precise
12 Diligent Firm Demonstrative Particular
13 Systematic St rong-minded Sense of humor Thinking
14 Formal Confident Expressive Hesitative
15 Persevering Forceful Trusting Restrained
Total

..Coachi ng Guides.Available online at http://www.specialolympics.org/SpecialtOlympics+Public+Website/English/ Coach/Coaching__Guides/Principles+of+Coaching/Developing-ta +Picture+Of+Your+Style.htm. Retrieved March 14,
2007.

CHAPTER 9 + Performance Management Skills 235

See attached for rest and better presentation....

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This is an example, and the work done may not necessarily reflect how you think or feel. You will need to complete your own self-assessment to have this exercise reflect your thoughts and characteristics. Therefore the following example is a description of my style analysis. See the pdf attachment for style characteristics.

After choosing from the traits listed in case 9-2 and applying those choices to the grid provided, I appear to be slightly more the amiable expresser/persuader than the driver-analyzer. I think this analysis is fairly accurate of my style. I am an easygoing, compassionate, empathetic person, and I am only happy when others around me are happy. I strive to provide an environment where people are encouraged to perform at their maximum capability and take a sense of ownership in their jobs. I foster an environment where everyone can be happy and fulfilled while doing their jobs, where everyone's thoughts and ideas are valued, and where the only ...

Solution Summary

This is a brief description of a personal coaching style using parameters established by a classroom assignment

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Most managers prefer to use a supportive leadership style that encourages direct reports to seek out their own solutions in accomplishing their tasks at work.  But that style is only appropriate when the direct report has moderate to high levels of competence and mostly needs encouragement to develop the confidence to become self-sufficient. What about the other times when people are brand new to a task, disillusioned, or looking for new challenges?  In these three cases, just being supportive will not provide people with the direction they need to succeed.  In fact, just being supportive will often delay or frustrate performance.

The best managers learn how to tailor their management style to the needs of their employees.  For example, if an employee is new to a task, a successful manager will use a highly directive style—clearly setting goals and deadlines.  If an employee is struggling with a task, the manager will use equal measures of direction and support.  If the employee is an expert at a task, a manager will use a delegating style on the current assignment and focus instead on coming up with new challenges and future growth projects.

Are your managers able to flex their style?

Research by The Ken Blanchard Companies shows that leadership flexibility is a rare skill. In looking at the percentage of managers who can successfully use a Directing, Coaching, Supporting, or Delegating style as needed, Blanchard has found that 54 percent of leaders typically use only one leadership style, 25 percent use two leadership styles, 20 percent use three leadership styles, and only 1 percent use all four leadership styles.

Recommendations for managers

For managers looking to add some flexibility into the way they lead, here are four ways to get started:

  1. Create a written list of goals, and tasks for each direct report.
  2. Schedule a one-on-one meeting to identify current development levels for each task.  What is the employee’s current level of competence and commitment?
  3. Come to agreement on the leadership style required of the manager.  Does the direct report need direction, support, or a combination of the two?
  4. Check back at least every 90 days to see how things are going and if any changes are needed.

Don’t be a “one size fits all” manager

Leading people effectively requires adjusting your style to meet the needs of the situation.  Learning to be flexible can be a challenge at first—especially if you have become accustomed to using a “one size fits all” approach.   However, with a little training and some practice, you can learn how to accurately diagnose and flex your style to meet the needs of the people who report to you.   And the best news is, even while you are learning, your people will notice the difference.  Get started today!

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June 18, 2012 in Behavior Change, Best Practices, Coaching, Cost of Doing Nothing, Employee Productivity, Goal Setting, Performance Management, Research, Situational Leadership II, Talent Management.

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