Coaching in leadership development

Published on March 31, 2015   32 min

A selection of talks on Management, Leadership & Organisation

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Welcome to my talk. Hello, I'm Konstantin Korotov, and I'm Associate Professor and Director of the Center for Leadership Development Research at ESMT, European School of Management and Technology in Berlin, Germany. I'm going to talk today about the use of coaching in leadership development.
What is coaching? Before we talk about using coaching in leadership development, it would be helpful to define what coaching, in general, is. And I'm using here a definition from Richard Kilburg, who says, that coaching is "a helping relationship formed between a client who has managerial authority and responsibility in an organization, and a consultant, who uses a variety of behavioral techniques and methods to assist the client to achieve a mutually identified set of goals, to improve his or her professional performance and personal satisfaction, and subsequently, to improve the effectiveness of the client's organization within a formally defined coaching agreement." In a nutshell, coaching is about a discussion, a meaningful discussion between a trained professional and a manager who is trying to do his or her job better.
Coaching has been increasingly used in leadership development. Often, it is used as a stand-alone intervention, and sometimes it accompanies other forms of leadership development. For example, a company might engage in training courses, outdoor activities, some indoor exercises, readings, work with psychological instruments, traditional classroom trainings, and all those activities might be supplemented by individual or group work in a coaching format.