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Coaching a leader: leveraging change at the top

Leo Giglio (Dowling College School of Business, New York, USA)
Thomas Diamante (Dowling College School of Business, New York, USA)
Julie M. Urban (Dowling College School of Business, New York, USA)

Journal of Management Development

ISSN: 0262-1711

Article publication date: 1 March 1998

3013

Abstract

To succeed, organizations must adapt to environmental changes. Executives play a critical leadership role in this process of change. They must be aware of organizational nuances as well as external influences that may impair their interpersonal decision‐making ability. Organizations often provide a coach for executives who are having trouble with change and are in need of more effective leadership strategies. The process of coaching offers a fresh perspective for understanding and affecting organizational processes and individual behavior. A strategic position is taken when the coach gathers information, interacts with the environment, reframes information, and assists the executive in acting on pressing circumstances. The coaching process is a critical aspect of organizational development. Coaching helps the executive focus on objectives, develops resiliency, and builds interpersonal savvy. This article explores the key elements of effective coaching, a surprisingly overlooked aspect of organizational change. Steps are outlined in the coaching process and examples are given on how the process works. A case is made for executive coaching as important leverage for organizational transformation.

Keywords

Citation

Giglio, L., Diamante, T. and Urban, J.M. (1998), "Coaching a leader: leveraging change at the top", Journal of Management Development, Vol. 17 No. 2, pp. 93-105. https://doi.org/10.1108/02621719810205998

Publisher

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MCB UP Ltd

Copyright © 1998, MCB UP Limited

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