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TO COACH, OR NOT TO COACH THAT IS THE QUESTION PART 1

TO COACH, OR NOT TO COACH THAT IS THE QUESTION PART 1 The rate of change in the business environment is making managerialwork more complex. Complexity not only changes the way managers thinkbut invariably demands enhanced managerial skills in developingsubordinates such that they are able to deal with the new realities.Coaching initiatives and steps taken within a large organisation togenerate higher levels of coaching skills are described. The twopartarticle explores a number of conceptual models and outlines in Part 1why coaching is an imperative the forces that create complexity theneed to identify the factors involved if coaching is to succeed and howto identify the specific behaviour that has to change. Part 2 reviewsrespect as a critical factor in the basic coaching relationship thedifference between counselling, tutoring, mentoring, and performanceimprovement the interrelationship between coaching and control and theimportance of setting the context if coaching interventions are to beeffective. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial and Commercial Training Emerald Publishing

TO COACH, OR NOT TO COACH THAT IS THE QUESTION PART 1

Industrial and Commercial Training , Volume 23 (5) – May 1, 1991

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References (2)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0019-7858
DOI
10.1108/00197859110136171
Publisher site
See Article on Publisher Site

Abstract

The rate of change in the business environment is making managerialwork more complex. Complexity not only changes the way managers thinkbut invariably demands enhanced managerial skills in developingsubordinates such that they are able to deal with the new realities.Coaching initiatives and steps taken within a large organisation togenerate higher levels of coaching skills are described. The twopartarticle explores a number of conceptual models and outlines in Part 1why coaching is an imperative the forces that create complexity theneed to identify the factors involved if coaching is to succeed and howto identify the specific behaviour that has to change. Part 2 reviewsrespect as a critical factor in the basic coaching relationship thedifference between counselling, tutoring, mentoring, and performanceimprovement the interrelationship between coaching and control and theimportance of setting the context if coaching interventions are to beeffective.

Journal

Industrial and Commercial TrainingEmerald Publishing

Published: May 1, 1991

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