Discussion: Organizational and Executive Coaching Paper

Discussion: Organizational and Executive Coaching Paper ORDER NOW FOR CUSTOMIZED AND ORIGINAL ESSAY PAPERS ON Discussion: Organizational and Executive Coaching Paper Discussion Board Forum 3 Instructions Class BUSI 755 Organizational and Executive Coaching What discoveries have you made in your research and how does this information inform your ability to evaluate effective coaching and its impact on organizations?Liberty University BUSI755 Organizational and Executive Coaching Paper Consider these guiding questions: Discussion: Organizational and Executive Coaching Paper What core concepts have you internalized about coaching? How will these concepts inform your approach in a developmental/coaching relationship? What values have you identified in the profession of organizational and executive coaching that you will use as the basis for integration of your faith? How can effective coaching impact the strategic outcomes of an organization’s leadership and therefore the organization itself? What key concepts can you articulate in managing the coaching relationship(s) that appear necessary in an effective coaching encounter? Your thread must be 600–750 words. Cite sources, including the course texts, and include a reference list in current APA format. Reading Bergquist & Mura: chs 1-6 Underhill et al.: ch. 1=6 https://libraryofprofessionalcoaching.com/wp-app/wp-content/uploads/2014/10/coachbook.2nd-edition.pdf https://www.scribd.com/read/134855349/Executive-Coaching-for-Results-The-Definitive-Guide-to-Developing-Organizational-Leaders PLEASE SEE THE ATTACHMENS FOR examples that two students have written so far attachment_1 Discussion Forum 3 Barbara C. Hunter Liberty University Core Concepts Internalized About Coaching Developing effective leaders requires training, education, and assessment to accomplish business objectives. Coaching adds another level in which constant and consistent communication must be implemented so that it encourages a sense of vocation allowing for the individuals to establish a meaningful purpose in their workplace. Discussion: Organizational and Executive Coaching Paper Creating a workplace culture, the allows employees to become the best versions of themselves is a welcoming environment that fosters employee development and growth. Hollie Aghajani (2019) illustrated some core concepts in coaching that can increase the workplace relationship. First, coaches lead discussion by encouraging individuals to identify their emotional, physical and mental state so that they can train their brain into focusing on accomplishing the goals in a positive approach. Second, reflection on what was gained, what was accomplished and opportunities for improvement are discussed so that it cannot only identify areas to make adjustments but also create a connection between the individual experience and the corresponding business outcomes. Lastly, creating a culture of appreciation reminds individuals not to default their attention things done wrong, but allow them to have a sense of connection and positivity to doing their best to accomplish. Everyone is different and consistent communication will provide the environment necessary to create a cohesive community (Aghajani, H, 1999). Liberty University BUSI755 Organizational and Executive Coaching Paper Values derived from Organizational and Executive Coaching that can be used on Integration of Faith? The bible illustrates many examples of coaching. The scriptures are filled with wisdom of servant leadership and models to guide us in seeing God’s reflection. For instance, in John 14:6-14, Jesus reminds Thomas of the recurring theme that can be found in the bible, which is “And whatever you ask in my name, I will do, so that the Father may be glorified in the Son. If you ask anything of me in my name, I will do it (New International Version). The success through coaching is strongly influenced by culture and leadership (Underhill, McAnally & Koriath, 2007). Values identified through Organizational & Executive Coaching are not limited to servant leadership and consistent training to reinforce the individual to develop a culture of servant leadership by engaging God’s mission. When coaching individuals or clients, setting an example by sharing the vision of God through service allows for us to thank god for his blessings and not be reluctant to ask for his help. Although asking for help can make us feel vulnerable, it takes courage to do such and allows coaching to channel the courage from self-awareness (Wright, 2018). Incorporating spirituality into coaching, enables a businessperson to gain a better perspective on their firm, family, neighbors, community and themselves. It also helps acknowledge dependence on God which gives the individual a more stable and helpful vision. When coaches create a culture where the individual knows that his or her successes also depends on someone beyond themselves, it will help lessens stress (Cavanagh, 1999). Identifying the importance of the recurring themes gives us the values that can integrate faith with regards to Organizational & Executive Coaching. Liberty University BUSI755 Organizational and Executive Coaching Paper Impact of Effective Coaching of the Strategic Outcomes on the Organization and Leadership Organizational coaching comes in many forms and specific models that can guide challenges faced in the workplace. Nickels, McHugh & McHugh (2016) discussed how coaching is not only effective internally, but also externally in which opportunities to expand the network of supporters can help employees increase their professional development through engagement (Nickels, McHugh & McHugh, 2016). Internally, engagement can be achieved using coaching interventions. It can help the organization when implemented at the initial stages where motivational is needed to enhance efforts. Then at the midpoint where reinforcement is enlisted to conduct strategy related interventions. Lastly, at the end where assessment is an educational intervention and organized to address knowledge and skills gained from the professional development (Hackman & Walton, 1986). Externally, a masterful coach can help the individual identify successes and failures from other lessons learned and obtain sources of support to help when faced with challenging circumstances (Berquist & Mura, 2011a). Key Concepts that Appear necessary in Effective Coaching Coaching is a dynamic activity most effective especially in the workplace. Bergquist and Mura (2011b) provides key concepts that can be used in coaching relationships that are necessary in a coaching encounter. The concepts to be addressed are feeling through action, contextual knowing and reflective inquiry (Bergquist & Mura, 2011b). Discussion: Organizational and Executive Coaching Paper Freeing Communication According to Hackman & Wageman (2005), timing is important to determine when everyone is ready for coaching. Individuals need to be ready to embrace the change within them in order to be successful during the process (Hackman & Wageman, 2005). According to Schaufeli & Salanova (2007), they stated that engagement occurs when employees are given the opportunity to prepare a time-line work schedule in which they can see areas of potential complications that they may endure. Allowing the use of freeing communication will help employees to offer their recommendations, and at the same time, receive advice, and emotional support, which will improve their self-confidence (Schaufeli & Salanova, 2007). Discussion: Organizational and Executive Coaching Paper Contextual Knowing Contextual knowing allows coaches to help individuals use their knowledge to solve problems and use them as learning examples in the future. Such benchmarks will help them identify which lessons have more meaning and help coaches develop models that have more value. Most organizations handle data by establishing routine control procedures. Most organizations handle problem solving by establishing routine control procedures (Lee & Strong, 2003). However, organizations that incorporate a portfolio process to augment organizational learning and development approaches to support workers by taking ownership of their duties promote employee professional development and personal growth (Romanuik & Snart, 2000). Liberty University BUSI755 Organizational and Executive Coaching Paper Reflective Inquiry Reflective inquiry is designed for coaches to examine a task and perform assessments so that the objectives are met. Sofo, Yeo & Villafane (2010) illustrated how reflective inquiry and learning are cognitive processes. They felt that individuals will reflect on their past performances to motivated them on how to handle future tasks (Sofo, Yeo & Villafane, 2010). Discussion: Organizational and Executive Coaching Paper Suzie Kim (1999) further explains that reflective inquiry is orientated to provide an understanding of the nature and meaning of the individual’s own practice, to correct and improve practice through self-reflection and critique. In addition, it will help generate models of best practices and theories of application as well as discover processes of practice played out in situations (Kim, 1999). Discussion: Organizational and Executive Coaching Paper Summary Work is a supreme gift from God and one that gives our lives purpose. Its proper role is never to forget that we are subservient to God, and God tells us to honor our work’s limit by finding a balance (Keller & Alsdorf, 2012). There are many concepts and coaching methods available, which makes it easier for us to find approaches the make sense, provide meaningful outcomes and give us the balance to stay committed to our work and at the same time be devoted to God and our families. Liberty University BUSI755 Organizational and Executive Coaching Paper References Aghajani, H. (2019). Cultural rituals to unlock team potential [PDF file]. Retrieved from file:///C:/Users/bobbieh/Downloads/6_Simple_Culture_Ritual_v4.pdf Bergquist, W., & Mura, A. (2011). Coachbook: A guide to organizational coaching strategies and practices. (ed.). Seattle, WA: William Bergquist Cavanagh, G. (1999). Spirituality for managers: Context for managers. Journal of Organizational Change Management 12(3), 186-199. doi:10.1108/09534819910273793 Hackman, J., & Wageman, R. (2005). A theory of team coaching. Academy of Management Review 30 (2), 269-287. doi:10.5465/amr.2005.16387885 Hackman, J. & Walton, R. (1986). Leading groups in organizations (ed.). San Francisco, CA: Jossey-Bass Keller, T., & Alsdorf, K. (2012). Every good endeavor to God’s work: Connecting your work to God’s work. (ed.). New York, NY: Penguin Books Kim, S. (1999). Critical reflective inquiry for knowledge development in nursing practice. Journal of Advanced Nursing 29 (5), 1205 – 1212. doi:10.1046/j.1365-2648.1999.01005x Lee, Y. & Strong, D. (2003). Knowing why about data processes and data quality. Journal of Management Information Systems 20 (3), 13-39. doi:10.1080/07421222.2003.11045775 Nickels, W., McHugh, J. & McHugh S. (2016). Understanding business. (11 th ed.). New York, NY: McGraw-Hill Education Romanuik, K. & Snart, F. (2000). Enhancing employability: The role of prior learning assessment and portfolios. Journal of Workplace Learning 12 (1), 29-34. doi:10.1108/13665620010309774 Schaufeli, W. & Salanova, M. (2007). Efficacy or inefficacy, that’s the question: Burnout and work engagement, and their relationships with efficacy beliefs. Anxiety, Stress & Coping: An International Journal 20 (2), 177-196. doi:10.1080/10615800701217878 Sofo, F., Yeo, R. & Villafane, J. (2010). Optimizing the learning in action learning: Reflective questions and coaching. Advances in Developing Human Resources 12 (2), 205 – 224. doi:10.1177/1523422310367883 Underhill, O., McAnally, K., & Koriath, J. (2007). Executive coaching for results: The definitive guide to developing organizational leaders. (ed.). Oakland, CA: Berrett-Koehler Wright, S. (2018). Biblical model. Retrieved from https://www.acoachingrevolution.com/biblical-model DB3 Submission.docx (20.61 KB) Discussion Board Forum 3 COLLAPSE Top of Form During the study of organizational and executive coaching, there have been several concepts and themes discovered that can be leveraged to evaluate and improve the effectiveness of coaching on an organization. One of the strongest discoveries was the connection of organizational coaching to succession planning. Coaching can be utilized as a component of an organization’s executive succession planning process because it can assist leadership with identifying current employees who can be further developed to take on higher level roles within the company. These employees can be placed into a succession planning pipeline program to undergo training and development to ensure they are properly prepared to step in when an inevitable vacancy arises. Coaching can be used effectively as part of the development process. Effective organizational coaching involves a one-on-one relationship between a coach and coachee (Bergquist & Mura, 2011). It has been previously discovered that the goal of a coaching relationship is to transport the coachee from where they are to where they want to be (Underhill, McAnally, & Koriath, 2007). Succession planning has the same goal. The intent of enrolling a high performing employee into a succession planning pipeline program is to take the employee from where they are and develop them to be able to fill key positions as they become available (Cavanaugh, 2017). Both coaching and succession planning can also benefit the employee as well as the organization. Integrating faith into both coaching and succession planning can be accomplished by transferring knowledge through generations of employees. The knowledge imparted through the coaching process can significantly increase the coachee’s ability to contribute to the organizations growth, competitive advantage, and ultimately profit. Proverbs 4:13 instructs us to take learning into our own hands and not let it go because knowledge is life (Bible in Basic English). Coaching can be utilized to leave a legacy of Christian leadership and principles and have that shared with the world. Each coachee has the potential to one day become a coach and continue the cycle. Mark 28:18-20 contains instructions from Christ regarding the great commission. This can also be accomplished through coaching. Within this text, Jesus tells the disciples to go and make disciples of all nations and teach the new followers all of the things that Jesus taught the disciples. Christians are given a mandate to evangelize and inform the world of the goodness of Jesus. Evangelism is as simple as sharing your personal story, or testimony, with others. Coaches can share this easily with coachee’s over the course of the coaching relationship. It does not have to be overtly religious either. It can be seamlessly interwoven into advice and conversations. Just as organizations prepare employees to take over key roles by providing development opportunities like coaching and succession planning, Christian leaders perform the same tasks by incorporating missions and ministry into their teachings. Coaching can be an instrumental component of an organizations strategic plan and objectives. When implemented and managed correctly, organizational coaching can provide an impressive bench for leaders to pull from when the need arises. It can also increase the skill of current leaders within the organization. This entails understanding the direction in which the organization and the industry are headed, and how the organization plans to gain traction in that direction. Planning this strategy without considering the necessary knowledge and skills required to get there can negatively impact the organizations performance and ultimate viability. Organizations that recognize the benefit of aligning coaching with the business strategy will be fruitful in attracting and retaining top talent and ultimately achieve their goals and objectives. Finally, there are several key concepts that can be articulated in managing the coaching relationship that are also necessary in an effective coaching encounter. These include communication, contextual knowing, and reflective inquiry. Communication is the foundation to any relationship. Without effective communication, the relationship fails. In a coaching relationship, the coach does not simply listen to the coachee. The coach offers feedback, and also delves deeper by asking thought-provoking open-ended questions that encourage the coachee to think harder and broader (Bergquist & Mura, 2011). This leads into the second concept of conceptual knowing. This concept involves “the process of learning about a specific situation and inventing processes and principles that are specifically appropriate” to the coachee’s specific circumstances (Bergquist & Mura, 2011, p. 30). For example, if a coachee is having trouble developing in the area of public speaking and presentations, then the coach works specifically with them on that issue in the context of delivering speeches and presentations at work. Finally reflective inquiry provides the coachee the opportunity to reflect on the outcomes of attempted thinking and behavior shifts that have occurred as part of the coaching process (Bergquist & Mura, 2011). Here important lessons are uncovered and used as future guides. References Bergquist, W., & Mura, A. (2011). Coachbook: A guide to organizational coaching strategies and practices. Seattle, WA: CreateSpace Independent Publishing Platform. ISBN: 9781456562953. Cavanaugh, J. C. (2017). Who will lead? the success of succession planning. Journal of Management Policy and Practice, 18 (2), 22-27. Retrieved from http://ezproxy.liberty.edu/login?url=https://search-proquest-com.ezproxy.liberty.edu/docview/1949444558?accountid=12085 Underhill, B. O., McAnally, K., & Koriath, J. J. (2007). Executive coaching for results: The definitive guide to developing organizational leaders. San Francisco, CA: Berrett-Koehler Publishers. ISBN: 9781576754481. Bottom of Form Get a 10 % discount on an order above $ 100 Use the following coupon code : NURSING10

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