coaching process lesson 4- styles of coaching
TRANSCRIPT
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The Coaching ProcessLesson 4:
Styles of Coaching
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Aims
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Aims
Review the Fox paper
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Aims
Review the Fox paper
Discuss different styles of coaching and their positive and negative aspects
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Aims
Review the Fox paper
Discuss different styles of coaching and their positive and negative aspects
Discuss where/if different styles are appropriate
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Aims
Review the Fox paper
Discuss different styles of coaching and their positive and negative aspects
Discuss where/if different styles are appropriate
Establish which style (s) is most suitable for YOU in your current coaching environment
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Styles of coaching
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Styles of coaching
Democratic
Authoritarian
Bureaucratic
Laissez-faire
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Autocratic
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Autocratic
The classical approach
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Autocratic
The classical approachManager retains as much power and decision- making authority as possible
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Autocratic
The classical approachManager retains as much power and decision- making authority as possibleDoes not consult staff, nor allowed to give any input
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Autocratic
The classical approachManager retains as much power and decision- making authority as possibleDoes not consult staff, nor allowed to give any input Staff expected to obey orders without receiving any explanations
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Autocratic
The classical approachManager retains as much power and decision- making authority as possibleDoes not consult staff, nor allowed to give any input Staff expected to obey orders without receiving any explanations Structured set of rewards and punishments
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Autocratic Continued
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Greatly criticised during the past 30 years
Autocratic Continued
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Greatly criticised during the past 30 years
Autocratic leaders: Rely on threats and punishment to influence staff
Autocratic Continued
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Greatly criticised during the past 30 years
Autocratic leaders: Rely on threats and punishment to influence staff
Do not trust staff
Autocratic Continued
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Greatly criticised during the past 30 years
Autocratic leaders: Rely on threats and punishment to influence staff
Do not trust staff
Do not allow for employee input
Autocratic Continued
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There are positives to the autocratic
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There are positives to the autocratic
New, untrained staff do not know which tasks to perform or which procedures to follow
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There are positives to the autocratic
New, untrained staff do not know which tasks to perform or which procedures to follow
Effective supervision provided only through detailed orders and instructions
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There are positives to the autocratic
New, untrained staff do not know which tasks to perform or which procedures to follow
Effective supervision provided only through detailed orders and instructions
Staff do not respond to any other leadership style Limited time in which to make a decision
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There are positives to the autocratic
New, untrained staff do not know which tasks to perform or which procedures to follow
Effective supervision provided only through detailed orders and instructions
Staff do not respond to any other leadership style Limited time in which to make a decision
A manager’s power challenged by staff Work needs to be coordinated with another department or organization
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Democratic
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DemocraticAlso known as participative style
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DemocraticAlso known as participative style
Encourages staff to be a part of the decision making
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DemocraticAlso known as participative style
Encourages staff to be a part of the decision making
Keeps athletes informed about everything that affects their work and shares decision making and problem solving responsibilities
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DemocraticAlso known as participative style
Encourages staff to be a part of the decision making
Keeps athletes informed about everything that affects their work and shares decision making and problem solving responsibilities
Recommended for goal setting
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DemocraticAlso known as participative style
Encourages staff to be a part of the decision making
Keeps athletes informed about everything that affects their work and shares decision making and problem solving responsibilities
Recommended for goal setting
Produce high quality and high quantity work for long periods of time
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DemocraticAlso known as participative style
Encourages staff to be a part of the decision making
Keeps athletes informed about everything that affects their work and shares decision making and problem solving responsibilities
Recommended for goal setting
Produce high quality and high quantity work for long periods of time
Staff like the trust they receive and respond with co-operation, team spirit, and high morale
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Democratic continued
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Democratic continuedDevelops plans to help staff evaluate their own performance
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Democratic continuedDevelops plans to help staff evaluate their own performance
Encourages staff to grow on the job and be promoted
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Democratic continuedDevelops plans to help staff evaluate their own performance
Encourages staff to grow on the job and be promoted
Recognises and encourages achievement
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Democratic continuedDevelops plans to help staff evaluate their own performance
Encourages staff to grow on the job and be promoted
Recognises and encourages achievement
Not always appropriate: Most successful when used with highly skilled or experienced staff or when
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Democratic continuedDevelops plans to help staff evaluate their own performance
Encourages staff to grow on the job and be promoted
Recognises and encourages achievement
Not always appropriate: Most successful when used with highly skilled or experienced staff or when
implementing operational changes or resolving individual or group problems
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Most effective when
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Most effective when
Wants to keep staff informed about matters that affect them. Wants staff to share in decision-making and problem-solving duties.
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Most effective when
Wants to keep staff informed about matters that affect them. Wants staff to share in decision-making and problem-solving duties.
Wants to provide opportunities for staff to develop a high sense of personal growth and job satisfaction.
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Most effective when
Wants to keep staff informed about matters that affect them. Wants staff to share in decision-making and problem-solving duties.
Wants to provide opportunities for staff to develop a high sense of personal growth and job satisfaction.
A large or complex problem that requires lots of input to solve Changes must be made or problems solved that affect staff
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Most effective when
Wants to keep staff informed about matters that affect them. Wants staff to share in decision-making and problem-solving duties.
Wants to provide opportunities for staff to develop a high sense of personal growth and job satisfaction.
A large or complex problem that requires lots of input to solve Changes must be made or problems solved that affect staff
Want to encourage team building and participation
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Not to be used when
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Not to be used when
Not enough time to get everyone’s input
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Not to be used when
Not enough time to get everyone’s input
Easier and more cost-effective for the manager to make the decision
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Not to be used when
Not enough time to get everyone’s input
Easier and more cost-effective for the manager to make the decision
Can’t afford mistakes
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Not to be used when
Not enough time to get everyone’s input
Easier and more cost-effective for the manager to make the decision
Can’t afford mistakes
Manager feels threatened by this type of leadership
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Not to be used when
Not enough time to get everyone’s input
Easier and more cost-effective for the manager to make the decision
Can’t afford mistakes
Manager feels threatened by this type of leadership
Staff safety is a critical concern
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Bureaucratic
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Bureaucratic
Manages “by the book ̈
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Bureaucratic
Manages “by the book ̈
Everything done according to procedure or policy
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Bureaucratic
Manages “by the book ̈
Everything done according to procedure or policy
If not covered by the book, referred to the next level above
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Laissez-faire
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Laissez-faire
Also known as the “hands-off ̈ style
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Laissez-faire
Also known as the “hands-off ̈ style
The manager provides little or no direction and gives staff as much freedom as possible
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Laissez-faire
Also known as the “hands-off ̈ style
The manager provides little or no direction and gives staff as much freedom as possible
All authority or power given to the staff and they determine goals, make decisions, and resolve problems on their own
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Effective when?
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Effective when?
Staff highly skilled, experienced, and educated
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Effective when?
Staff highly skilled, experienced, and educated
Staff have pride in their work and the drive to do it successfully on their own
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Effective when?
Staff highly skilled, experienced, and educated
Staff have pride in their work and the drive to do it successfully on their own
Outside experts, such as staff specialists or consultants used
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Effective when?
Staff highly skilled, experienced, and educated
Staff have pride in their work and the drive to do it successfully on their own
Outside experts, such as staff specialists or consultants used
Staff trustworthy and experienced
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Do not use whenStaff feel insecure at the unavailability of a manager
The manager cannot provide regular feedback to staff on how well they are doing
Managers unable to thank staff for their good work
The manager doesn’t understand his or her responsibilities and hoping the staff cover for him or her
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Less known forms of leadership
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Transformational
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TransformationalCreates and sustains a context that maximises human and organisational capabilities;
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TransformationalCreates and sustains a context that maximises human and organisational capabilities;
Facilitate multiple levels of transformation; and
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TransformationalCreates and sustains a context that maximises human and organisational capabilities;
Facilitate multiple levels of transformation; and
Align them with core values and a unified purpose
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TransformationalCreates and sustains a context that maximises human and organisational capabilities;
Facilitate multiple levels of transformation; and
Align them with core values and a unified purpose
Make change happen in: Self, Others, Groups, and Organisations
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TransformationalCreates and sustains a context that maximises human and organisational capabilities;
Facilitate multiple levels of transformation; and
Align them with core values and a unified purpose
Make change happen in: Self, Others, Groups, and Organisations
Charisma a special leadership style commonly associated with transformational leadership; extremely powerful, extremely hard to teach
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Creative leadership
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Creative leadership
Ability to uniquely inspire people,
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Creative leadership
Ability to uniquely inspire people,
To generate shared innovative responses and solutions
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Corrective Leadership
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Servant leadership
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Servant leadership
A practical philosophy focusing on people who choose to serve first and then lead as a way of expanding service
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Servant leadership
A practical philosophy focusing on people who choose to serve first and then lead as a way of expanding service
Servant leaders are "servants first" with the object of making sure that other people's highest priority needs are being served
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Servant leadership
A practical philosophy focusing on people who choose to serve first and then lead as a way of expanding service
Servant leaders are "servants first" with the object of making sure that other people's highest priority needs are being served
Leaders put the needs of their followers first; these leaders rare in business
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Combining coaching styles and changing them depending upon the
environment
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Factor influencing personal styles
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Factor influencing personal styles
The manager’s personal background: What personality, knowledge, values, ethics, and experiences does the manager have. What does he or she think will work?
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Factor influencing personal styles
The manager’s personal background: What personality, knowledge, values, ethics, and experiences does the manager have. What does he or she think will work?
Staff being supervised: Staff individuals with different personalities and backgrounds; The leadership style used will vary depending upon the individual staff and what he or she will respond best to
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Factor influencing personal styles
The manager’s personal background: What personality, knowledge, values, ethics, and experiences does the manager have. What does he or she think will work?
Staff being supervised: Staff individuals with different personalities and backgrounds; The leadership style used will vary depending upon the individual staff and what he or she will respond best to
The organisation: The traditions, values, philosophy, and concerns of the organisation influence how a manager acts
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Coaching style during competition
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Coaching style during competition
How should your style of coaching change during competition?
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Any Questions?
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Summary
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Summary
What types of leadership are there?
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Summary
What types of leadership are there?
What type do you think is relevant to you in your current situation?
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Summary
What types of leadership are there?
What type do you think is relevant to you in your current situation?
Is there a type you could never use?