Leadership Coaching: From Personal Insight to Organisational Performance
International Journal of Productivity and Performance Management
ISSN: 1741-0401
Publication date: 1 April 2004
Abstract
Citation
(2004), "Leadership Coaching: From Personal Insight to Organisational Performance", International Journal of Productivity and Performance Management, Vol. 53 No. 3. https://doi.org/10.1108/ijppm.2004.07953cae.005
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:Emerald Group Publishing Limited
Copyright © 2004, Emerald Group Publishing Limited
Leadership Coaching: From Personal Insight to Organisational Performance
Leadership Coaching: From Personal Insight to Organisational Performance
Graham LeeChartered Institute for Personnel and Development/McGraw HillISBN: 085292996X
Graham Lee suggests that experiences in childhood unconsciously create certain types of leader. He summarises three styles of leadership (“defiant”, “compliant” and “authentic”) and looks at what experiences in childhood have led them to behave the way they do in business.
Lee suggests that “defiant”, autocratic managers are likely to have experienced rejection in childhood, and their interpersonal style is an unconscious defence against a fear of failure and rejection.
“Compliant”, eager-to-please managers are likely to have experienced inconsistent parenting – sometimes overly anxious, sometimes remote and preoccupied. In this case, leaders’ styles are an unconscious defence against expressing frustration, and the abandonment that they assume will ensue if they do.
In contrast, “authentic” managers often had parents who were responsive and encouraging. In management they are also encouraging and empowering, and in this case their style is not unduly influenced by unconscious defences.
These may be simplistic arguments but they serve to explore a range of issues around the subject of coaching – and the personal interactions it involves.
Lee anticipates disquiet from colleagues about the idea that leadership coaching should venture anywhere near a manager’s childhood experiences, but is adamant that to exclude the personal will limit the potential value of coaching. He says: “Only by stepping into the realm of the personal can coaching harness the passions and convictions that underpin leadership excellence”.
However, he adds a note of caution: “Without the right skills and competencies, it is not appropriate for coaches to delve into deeply personal issues with their clients, potentially stirring up issues they are not qualified to handle”. In the book, Lee goes on to explain those key competencies required for effective coaches, including “psychological mindedness”, which will allow them to engage on personal issues.