Coaching a leader: leveraging change at the top

L. Giglio, T. Diamante, J. M. Urban

Research output: Contribution to journalArticlepeer-review

20 Scopus citations

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.

Original languageEnglish (US)
Pages (from-to)93-105
Number of pages13
JournalJournal of Management Development
Volume17
Issue number2
DOIs
StatePublished - Mar 1 1998

All Science Journal Classification (ASJC) codes

  • Business, Management and Accounting (miscellaneous)
  • Organizational Behavior and Human Resource Management

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