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A coaching culture

 

Reference to a coaching culture was first made in the late 1980s when a “culture of coaching” was proposed as the new paradigm for management [1]. However, little research was conducted thereafter on a coaching culture because the concept of ...

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Coaching and coaching culture: A research overview

Coaching and Coaching Culture: A Research Overview 

 

The concept of coaching has been derived from psychological and educational foundations as a developmental process [1]. At the individual level, coaching is a relational process that unleashes potential by...

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Coaching, feedback and corridor conversations

1. Coaching Conversations 

Coaching conversations are different from formal coaching in that they are conducted by individuals not trained as qualified coaches. They can be conducted by anyone, anytime, anywhere as the need arises. Coaching conversations are typically conducted in...

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Coaching as a platform for Organisational, Cultural Change

 “The effective business. . . is one that has a high capacity for organizational learning. The effective business manager, in turn, is one who has developed the capacity to foster organizational learning” [1]. 

Coaching, when applied consistently...

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Coaching as reflective practice

 

Reflective practice derives its origins from education when it was introduced as a critical, problem-solving mechanism, challenging individuals to think differently to effect change [1, 2]. Coaching transforms behaviour by developing coachees’ awareness of a need to...

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Coaching as a Relational Process

The growth of emotional intelligence research highlighted coaching as a social – relational process that occurs either as a dyadic relationship between coach and coachee or among group or team members as they create “interactional richness … [and] a specific opportunity...

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Coaching Leadership Style

 

Leadership Coaching is the most common form of coaching in organisations today [1, 2]. It is delivered by external executive and leadership coaches as well as qualified organisational leaders as they inspire and motive their direct reports to increase employee...

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Coaching as a Profession

 

Previously, organisational leaders perceived coaching as “weird” and “fluffy” because it was typically associated with life coaching which was not academically referenced or relevant to management and leadership practice. However, concerns have abated as...

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Misconceptions of Coaching

Common misconceptions of organisational coaching as it has emerged from community-based, life coaching beginnings are that coaching is ‘weird’ and ‘fluffy’ with no solid underpinnings for professional practice. However, if one extrapolates from a sports-coaching...

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Contemporary Perspectives on Motivation

Contemporary perspectives on motivation emphasise the importance of a positive work environment in which the emphasis is just as much on the employee being satisfied with their job and the organisation in which they work, as it is with the employer continuing to employ them.  ...

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Factors Affecting Performance at Work

Certain factors pertaining to the work environment serve to motivate employees to perform at their best. The Motivator-Hygiene theory of job satisfaction concluded that certain factors in the workplace result in job satisfaction. However these factors, if absent, don't necessarily...

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Coaching individuals for performance improvement

The highest motivation level for an employee is when they are optimally aroused. To restore an employee’s motivation, the manager or a professional coach needs to engage with the employee to identify the stressors for that individual and what triggers them in the first place. Such...

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