ภาวะผู้นำแบบสอนงาน : รูปแบบใหม่ของผู้นำที่เน้นการพัฒนาบุคลากร: Coaching Leadership: New Model of Leader to Personnel Development Focus

บทคัดย่อ ภาวะผู้นำแบบสอนงานเป็นรูปแบบใหม่ของภาวะผู้นำที่เน้นการพัฒนาและแก้ปัญหาบุคลากรเป็นรายบุคคล มีการทำงานร่วมกันกับบุคลากร โดยให้การสนับสนุน เป็นที่ปรึกษา ชี้แนะบุคลากรเพื่อมุ่งแก้ไขปัญหาและอุปสรรคร่วมกัน  โดยยึดแนวทางที่สร้างวัฒนธรรมที่มีประสิทธิภาพสูง  เสริมสร้างพลังอำนาจให้กับบุคลากร ภาวะผู้นำแบบสอนงานนับว่ามีความสำคัญต่อการบริหารงานช่วยส่งเสริมการทำงานร่วมกันระหว่างผู้นำกับบุคลากร บุคลากรค้นหาจุดอ่อนเพื่อแก้ไข  สร้างโอกาสให้บุคลากรเกิดความก้าวหน้า   ทำให้เกิดข้อผิดพลาดในการทำงานน้อยลง  บุคลากรเกิดความพึงพอใจในการทำงาน รวมทั้งผู้นำได้รับการยอมรับและความไว้วางใจจากบุคลากรและนำไปสู่การพัฒนาองค์กรให้เจริญก้าวหน้า  โดยมีองค์ประกอบสำคัญ ได้แก่  1) การสร้างวิสัยทัศน์ร่วมกัน  2) การเรียนรู้และการพัฒนา  3) การพัฒนาบุคลากร   4) การสื่อสารที่มีประสิทธิภาพ  5) การแก้ปัญหาเป็นรายบุคคล   และ 6) การมุ่งผลสัมฤทธิ์ของงาน  Abstract Coaching leadership is a new form of leadership that focuses on developing and solving individual problems. Collaboration in the workplace to help personnel work together by providing support, being a consultant, guiding personnel to focus on solving problems and obstacles together based on an approach that creates a high-performance culture and personal empowerment. Coaching leadership is essential for management which fosters collaboration between leaders and personnel. Personnel can identify their weaknesses in order to be solved, creating opportunities to advance and grow resulting in fewer errors in work and create personal satisfaction. In addition, leaders are recognized and trusted by personnel which lead to the organization development. The key elements are 1) building a shared vision 2) learning and development 3) personnel development 4) effective communication 5) individual problem solving and 6) achievement focus

Does Management Education Need a Facelift? The Intersection of Managing, Leading, and Coaching. Part V: Environmental Scan of Higher Education

This paper is the fifth in a series of five papers that collectively explore management education and its value to workplace preparation. The purpose of this research path is to ensure that management education remains cutting edge and relevant to the needs of organizational leaders and to our students’ professional goals. At the 2021 Northeast Business and Economics Association Conference (NBEA.us) the author set the stage for a five (5) paper multi-phase research agenda. The purpose of this research, Part V, is to explore where coaching knowledge and skill-development currently exists within higher education programs, degrees, and curriculum. This paper reports on the results of an environmental scan. It not only describes the landscape and the intersection of higher education and coaching, but it also offers recommendations to management and business faculty for improving the curriculum so that the growing profession of leadership, management, and executive coaching, can be seamlessly integrated into business education

From Compliance To Commitment: The Individual And Organizational Implications Of Emotional Tax

The purpose of this research is to explore emotional tax and how it negatively impacts Black women\u27s experiences in corporate America and intimately learn more about the professional experiences of Black women millennials in corporate America. Specifically, the research focuses on the experiences of Black millennial women (born between 1981 to 1996) in entry-level and middle management positions (Dimock, 2019). This study includes 10 confidential qualitative interviews with Black millennial women in corporate organizations across the United States. Emotional Tax (Travis, 2016) is described “as the heightened experience of being different from peers at work because of your gender and/or race/ethnicity and the associated detrimental effects on health, well-being, and the ability to thrive at work” (Travis, 2016). Organizations with more culturally and ethnically diverse executive teams are 33% more likely to see better profits while employees effectively engaged and supported are more productive in the workplace, which drives profitability (Hunt, Prince, Dixon-Fyle, & Yee, 2018)

In the jungle of coaching, how to get through successfully ?

Professional coaching has seen itself growing very rapidly from the 90s until today. This high development has brought a significant complexity within the profession, which leaves most of us with an unclear and cloudy idea of what coaching really is. This also comes from the “abuses” of coaching, since anyone can claim to be a coach. Therefore, the first purpose of this paper is to clarify the different aspects and practices of coaching. Determining the added-value of being certified as well as the role of professional coaching associations are also important themes in this paper. Furthermore, confusion in the profession is de facto translated into difficulties when it is about to know to what coach one can turn to. Thus, this Bachelor thesis has a strong emphasis on preparing oneself to a coaching process, and shall be used as a practical tool for selecting what coach would serve best one’s needs. Engaging in coaching and hiring a coach shall not be taken too lightly. Indeed, the coach, who must be differentiated from a psychologist, consultant or mentor, can be seen as one’s guide during a quest for finding one’s inner potential. This suggests that the chemistry between the coach and the client is crucial for successful coaching. Even though motivating, a coaching process can conceal some unpleasant moments. It must be clear to the coachee what specific goals he/she wants to achieve. It is also important to mention that the coachee’s motivation for change is a key success factor of the process. Typically, business coaches provide corporations with « sample » coaching sessions to ensure that coachees will select the coach that suit them best. At this point, there are several processes a coachee should be aware of before partnering with a coach, which is necessary for establishing a good relationship. In addition, the client should have a look at several different aspects before making his/her selection and the sample session should give answers to these. Nevertheless, as coaching is a mutual trust process, the most ingredients for making a choice will be the climate of trust between the two as well as the positive intuition of the client. The focus of the research is international and local, since it refers often to the French speaking part of Switzerland. The results of the research and the recommendations are of interest for prospective corporate and private clients, managers, executives, people working in Human Resources departments and individuals interested in coaching

Coaching of international managers : organizational and individual perspectives

Johdon coachingin laajasta käytöstä huolimatta tieteelliset tutkimukset kansainvälisestä coachingista ovat olleet vähäisiä. Siksi tämän väitöskirjan tavoite on lisätä ymmärrystä kansainvälisestä coachingista ja tutkia johdon coachingia kolmesta aiemmin tutkimattomasta näkökulmasta kolmessa empiirisessä artikkelissa: 1) miten ja miksi johdon coachingia on käytetty globaaleissa talent management -ohjelmissa, 2) mitkä tekijät vaikuttavat ulkomaankomennuksella olevien johtajien coachingin onnistumiseen ja 3) miten johdon coaching kehittää ulkomaankomennuksella olevien henkilöiden urapääomaa. Tutkimuksen aineisto koostuu puolistrukturoiduista haastatteluista ja kansainvälisesti toimivien yritysten julkaisemattomista kirjallisista materiaaleista. Aineisto kerättiin kolmelta eri coaching-prosessiin osaltuvalta sidosryhmältä eri maista ja se on analysoitu käyttäen kolmea eri laadullista menetelmää (monitapaustutkimus ja temaattinen sisältöanalyysi, interpretatiivinen fenomenologinen analyysi sekä narratiivinen analyysi). Lisäksi väitöskirjan tutkimuksissa käytettiin coachingin vaihemallia, integraalista coachingin nelikenttämallia sekä tietää miten, miksi ja kenet urapääomaa kuvaavaa viitekehystä aineiston analysoimiseksi ja kategorisoimiseksi aikaisemmista tutkimuksista poiketen. Tutkimustulokset osoittavat, että kansainvälisesti toimivat yritykset käyttävät johdon coachingia global talent management -ohjelmien osana johtamistaitojen kehittämiseksi ja johtamisen muuttamiseksi valmentavaksi. Tutkimuksessa identifioitiin coachingin käyttöönoton eri vaiheiden erityispiirteet ja kehitettiin coachingin vaihemallia edelleen. Tutkimustulosten mukaan ulkomaankomennuksella olevien johtajien coachingin onnistumiseen vaikuttavat useat eri osatekijät, jotka ovat keskenään vuorovaikutussuhteessa. Tulokset osoittavat, että johdon coaching kehittää ulkomaankomennuksella olevien johtajien urapääomaa monipuolisesti. Kansainvälistä johdon coachingia voidaan suositella johdon kehittämisen välineeksi joustavuutensa vuoksi.Although executive coaching is widely used, international coaching studies are scarce. The aim of this dissertation, which consists of three articles, is to increase understanding of international, executive coaching by studying the research questions: 1) How and why is coaching utilized in Global Talent Management programs in multinational organizations? 2) Which factors are identified to be critical to expatriate coaching success? 3) How does coaching support the development of the career capital (capabilities of knowing-how, knowing-why, knowing-whom) of expatriates? The data of this dissertation consists of semi-structured interviews and published and unpublished written materials. The data was gathered from three stakeholder groups: coached international managers and expatriates; internationally working coaches; and HR professionals responsible for international coaching programs. Three different qualitative approaches (multiple case study and thematic analysis, interpretative phenomenological analysis, and narrative analysis) were applied in the analysis. Further, the Coaching Continuum Stage Model, Integral Coaching Model and Career Capital Model were adopted as analyzing and categorization tools, as it never had been done before in the coaching literature. The findings show that executive coaching was utilized as a part of Global Talent Management programs as a leadership development tool, aiming to transform the leadership culture toward coaching-based managerial practice, but coaching was not driven purely by talent management strategy in the studied multinational companies. The study contributes to coaching literature by developing the Coaching Continuum Stage model further and by identifying different haracteristics of the stages of the continuum. In addition, the study shows that there are various factors impacting the success of expatriate coaching and that these factors interact with each other. Further, this study supports empirically the argument that international, executive coaching is a well-working developmental tool in an international context due to its adjustable nature. More-over, the findings confirm empirically the argument that international executive coaching supports the development of career capital for expatriates. International, executive coaching can be recommended as a Human Resource Development tool for multinational organizations.fi=vertaisarvioitu|en=peerReviewed

Southern Accent September 1995 - April 1996

Southern Adventist University\u27s newspaper, Southern Accent, for the academic year of 1995-1996.https://knowledge.e.southern.edu/southern_accent/1071/thumbnail.jp