PART 1
Abstract
The capacity to efficiently manage projects and programs has become a progressively important skill in the management industry today. However, many project managers and leaders are not able to efficaciously lead projects due to a deficiency of the necessary management skills mainly in coaching and influencing skills.
The objective of this paper is to largely explore about coaching, mostly coaching processes, coaching plans, influence strategies, coaching models and questions asked in coaching processes. Some of the questions discussed in this paper will include, which coaching models contribute to building and maintaining healthy team environment? What are some of coaching skills and behavior appropriate for a coaching session? This will help individuals in management understand what coaching entails and even put them in a position of coaching others directly or indirectly.
Additionally, the other main objective that is entailed in this paper is the influencing skills in management which will deeply bring out: what is influencing? The types of influencing skills, the different types influencing styles, influencing models, main influencing modes, lastly why influence others? This will highly be effective due to the fact that influence is a good idea in bringing together staff from all places an organization.
This paper sightsees five published books and articles on results of research conducted in various situations both online and on the ground to effectively bring out an outcome that can be used as a detailed study by professionals. This articles and publications each defines and explain coaching and influencing differently but all with a common objective of management efficiency. Holloway and Smith (2006) explain coaching and influencing skills as coaching and mentoring where coaching is mainly immediate improvement of development skills. Mentoring is described as a longer term acquisition of a wide range of skills in various sectors of management.
Arnold (2009) has come up with a well explained strategic plan to motivate and bring out the best from staff in any organization. Mark (2005) explains that effective communication as the key element in leadership works in terms of coaching and influencing.
Deans and Oakley (2006) describe coaching and influencing as a key playing tool. This tool is appropriate in the area of leadership management development, often cited in proposals and journals as key elements of noble and ethical traditions in professional practice. Passmore Association for Coaching (2010) points out that leadership is a process of social effect through which an individual is capable of enlisting the aid and support of others in the achievement of a collective duty. The above situations have each portrayed in a deeper understanding in coaching which will be uniquely presented in this paper.
Concluding, resulting to an in-depth multi-dimensional analysis of preliminary research and data collected in this paper, the main recommendations for coaching and influencing skills will be vividly seen. This will help management teams or individuals gain due benefit on the day to day operations in their various managerial roles. It will also improve productivity by creating a mutual understanding between various organization personnel.
PART 2
Coaching and Influencing Skills
Introduction
The capacity to manage projects and programs efficiently has become a progressively important skill in the management industry today. However, many project managers and leaders are not able to lead projects efficaciously due to a deficiency of the necessary management skills mainly in coaching and influencing skills. Coaching and influencing skills are defined as coaching and mentoring where coaching is mainly immediate improvement of development skills (Driscoll, 2005). Mentoring is described as a longer term acquisition of a wide range of skills in various sectors of management. When implemented effectively, these skills would facilitate in the adoption of effective management skills in an organization, hence contribute to improved performance. It is vital to note that coaching and influencing serves as a key tool in influencing the performance of an organization (Holloway & Smith, 2006).
Furthermore, embarking on effective leadership is ideal to facilitate in realizing the goals of an organization through coaching and influence. This is because leadership serves as a process of social effect through which an individual is capable of enlisting the aid and support of others in the achievement of a collective duty (Arnold, 2009). When leaders develop effective leadership plans, they are capable of devising strategic plans, which allow them to coach, mentor, and influence other key employees in an organization, thus serve as examples of improved performance. In addition to this, effective communication is vital for organizations to adopt. It is not possible for managers to coach or influence other individuals in an organization without effective communication, as this can result to miscommunication (Arnold, 2009). Hence, the paper depicts coaching and influencing as a vital tool within an organization, which can be applied to enhance effective management.
Reason for Study
Leaders in every organization need to devise effective ways of coaching and influencing their employees to ensure they follow their example, hence realize similar organizational goals. The ability of any leader to influence the leadership traits to team members to facilitate in realizing demands of the organization is a complex process in the entire coaching development picture. Leaders are supposed to know that they are responsible for guiding an organization to achieve its goals effectively, while laying notable emphasis in the skills that are ideal to give out appropriate output (Passmore J. Association for Coaching , 2010).
Methodology
This paper sightsees five published books and articles on results of research conducted in various situations both online and on the ground to bring out an outcome that can be used as a detailed study by professionals effectively. These articles and publications each define and explain coaching and influencing differently but all with a common objective of management efficiency. Questions will be asked, which will be utilized in the findings section, hence identify the diverse forms of coaching and influencing skills.
Formulation of Purpose Statement and Research Questions
The purpose of this paper is to explore largely about coaching, mostly coaching processes, coaching plans, influence strategies, coaching models. This will help individuals in management understand what coaching entails and even put them in a position of coaching others directly or indirectly. The other main objective that is entailed in this paper is the influencing skills in management. This will highly be effective because influence is a good idea in bringing together staff from all places an organization. The diverse questions that will be applied to address the issue of coaching processes and influencing are as follows.
– Which coaching models contribute to building and maintaining healthy team environment?
– What are some of coaching skills and behavior appropriate for a coaching session?
– What is the need of influencing others?
Findings
– Coaching Models for Health Team
To facilitate in building and sustain healthy team environments, when coaching and influencing others, leaders can utilize a number of models. The trans-theoretical model targets the readiness to change or attempts that individuals make over time. Social learning theory is also applicable in that it explains behavior of individuals through dynamic interaction between environmental forces, personal factors, as well as behavior (Arnold, 2009). In addition, the theory of planned behavior is ideal, as it perceives individuals as rational beings with the intention of exercising their behavior strongly in relation to real performance through attitudes, beliefs, assumed behavioral control, and subjective norms (Deans & Oakley, 2007).
– Coaching Skills and Behavior
To coach effectively in an organization, leaders should possess certain skills. They should be able to listen with curiosity by exercising patience and attentiveness to avoid hampering dialogue during the coaching process. When communicating with team members, a leader should also be capable of listening with reflecting with accuracy to show that you are listening to their grievances as well as confirm that the right information is conveyed (Holloway & Smith, 2006).
– Need for Influencing Others
Influencing other individuals is vital in an organization. By influencing others, you manage to create a drive for individuals to exercise hard work in their initiatives to realize the anticipated organizational results. Influence also plays a vital role in improving the discipline of employees, which then fosters accountability in the culture of the organization. Influenced employees also boost dedication in their workplaces, encouraging employees to show dedication in the tasks they undertake (Deans & Oakley, 2007).
Evaluation
To evaluate the success of the project, a team of experienced academicians will be called upon to review the project and make any appropriate changes to ensure that it meets the proposed deadline as well as incorporate any measures deemed appropriate as the study progresses.
PART 3
This is what is due…take a look at the other “instructions” attachment for details.
References
Arnold, J. (2009). Coaching skills for leaders in the workplace. Oxford: Little, Brown Book Group.
Deans, F., & Oakley, L. (2006). Coaching and Mentoring for Leadership Development in Civil Society. INRAC 2007
Driscoll M. (2005). Influence Skills in Instructional Coaching: Reflections for the September 2005 Instructional Coaching Conference. EDC, Inc.
Holloway, A. & Smith, J. (2006) .Coaching and mentoring for success. UK: Word Smiths
Passmore J. Association for Coaching (2010). Leadership Coaching: Working with Leaders to Develop Elite Performance. Philadelphia: Kogan Page Publishers.
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