emotional intelligence of their managers, thereby enhancing the performance, well-being and quality of organisational life (Grant, 2007:257). Benefits organisations can expect when a coaching culture is incorporated include (Management Coaching, 2008:4): clearer vision and buy- in from employees; increased
Conclusion
Managers often have to assume the role of coaches and should be capable of stimulating growth in order to guide and assist employees. Specific interpersonal skills and knowledge, as well as the intrapersonal awareness, to sufficiently fulfil a helping role in the workplace are eminent for an effective coach. The aim of this research was to compile a training programme for managers in coaching skills.
The study indicated that coaching psychology from a psychological approach enhances well-being and performance (Grant, 2007:257). The person-centred theory of Rogers (1983) and the model on developing human potential (Carkhuff, 2000) are utilised as psychological approach in a training programme to develop the personal strengths of the coach. By using Carkhuff’s model, personal growth can be accomplished through the discovery of the coach’s unique strengths.
Implication for managers
Managers as coaches in the workplace perform an important role as part of the organisational development process. Organisations may benefit from the training of their managers as coaches to improve the leadership styles and
14 Management Today | January 2012
productivity; employee retention; better focus on priorities; productive relationships; a sense of organisational belonging; decreased stress and increased morale.
Coaching skills enable managers to obtain a clearer sense of their commitment to their organisations and result in managers being more competent in maintaining effective relationships with employees and clients. A clearer understanding of interpersonal dynamics and team unity is derived from training as a coach (Management Coaching, 2008:4). Training and development of managers in the coaching process will facilitate the adoption of coaching practices more readily in the workplace, which will facilitate engagement between manager and employee (Ladyshewsky, 2010:303).
About the author:
Lene Jorgensen started her career in 1997 as Psychologist in the South African Police Service. Jorgensen joined NWU in January 2008 where she teaches Counselling and Psychometric assessment to honours and master’s students.
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