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Coaching shouldn't be non‐directive – or even directive: really responding to needs

Coaching shouldn't be non‐directive – or even directive: really responding to needs Purpose – The purpose of this paper is to provide an antidote to the supposed divide between directive and non‐directive coaching. Design/methodology/approach – The article is based on work done in a variety of organizations as well as published sources. The paper quotes published work as well as personal experience. Findings – There is an alternative to the directive/non‐directive debate. Coaches need to be clear about the person they are working with and the problems they face before offering or pointing to solutions to these problems. Practical implications – The article has real practical implications for leaders/managers, coaches and learning and development professionals. The model discussed within it provides a secure basis on which coaches can offer a real service to clients. Originality/value – The article will be of value to managers and learning specialists/coaches as it raises important issues about the need to take a realistic view about coaching practice. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Development and Learning in Organizations Emerald Publishing

Coaching shouldn't be non‐directive – or even directive: really responding to needs

Ian Cunningham
Development and Learning in Organizations , Volume 22 (4): 3 – Jun 27, 2008
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References (2)

Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
1477-7282
DOI
10.1108/14777280810886355
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to provide an antidote to the supposed divide between directive and non‐directive coaching. Design/methodology/approach – The article is based on work done in a variety of organizations as well as published sources. The paper quotes published work as well as personal experience. Findings – There is an alternative to the directive/non‐directive debate. Coaches need to be clear about the person they are working with and the problems they face before offering or pointing to solutions to these problems. Practical implications – The article has real practical implications for leaders/managers, coaches and learning and development professionals. The model discussed within it provides a secure basis on which coaches can offer a real service to clients. Originality/value – The article will be of value to managers and learning specialists/coaches as it raises important issues about the need to take a realistic view about coaching practice.

Journal

Development and Learning in Organizations – Emerald Publishing

Published: Jun 27, 2008

Keywords: Coaching; Workplace training; Sports; Leadership development

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