1. Evaluate the literature review conducted for this research
2. Are the methods used to collect data (e.g. focus group and questionnaires) sufficiently justified and described? What further information (if any) do yourequire?
3. Evaluate the report in terms of its implications for theory and for leaders.
4. Critique the outcomes of this this research Did the researchers’ achieve the stated research objective?
There is an assignment which has been provided which is the leadership quarterly. This research implications need to be understood in terms of the contributions of the leadership functions as well as the importance of the functions. There have been several implications of the ideas of leadership. The concept of leadership is crucial as it is impossible for organisations to survive without implications of proper leadership. Leadership coaching is discussed in the literature review of the given topic. The leadership coaching is comprised of executives, leaders as well as managers. The concept of coaching is usually applicable in case of situations which involve one-to-one relationships. In this paper the importance of leadership is discussed with respect to coaching the leaders in order to help them become better.
“Coaching” is usually defined by a universal set of values which include collaboration, accountability, raising awareness, commitment and setting up and action. In order to show the effective amount of leadership, it needs to be focussed on the idea of goal directed interaction. The coaching process needs to be tailored according to the needs of the individual and it is also required to utilize the development of leadership procedures. There have been instances where it has been stated that there is an amalgamation of total response and systematic coaching which is focussed on enhancing the self awareness and behavioural supervision. This is bound to lead to employee satisfaction and improved manager relations (Clarke 2012.).
Summative evaluation is focussed on the effects of the coaching process and the production of effects and formative evaluation is focussed on the coaching interventions. Then there is the discussion on variable definition and discussion on focus groups. According to the coaches it was agreed on that the goals change during the procedure of training as an effect of self-reflection and greater amount of self awareness. The two major outcomes which came as a result of the evaluation of coaching effectiveness was the confidence in a person’s own capability to become an effectual leader and have self-assurance in the capability of the subordinates to take up responsibilities. It has also been found that there is a considerable effect of the self efficacy of the leaders on the performance of the leaders. There are certain aspects of the efficacy of the leaders as per their own work. There are confusions regarding the abilities of a particular individual for the purpose of mobilization regarding the available individual abilities for fulfilment of requirements. All in all the literature review is proper but could be more exploratory and succinct in terms of understanding (Schalock and Verdugo 2012).
A major segment of the research concentrated on the focus group discussion and it aimed at revealing the generic outcome variable which helped in the investigation and the production of relevant outcomes. The concept of leadership coaching is a innovative field in the development theory and this is related to a common knowledge base which is concerned with certain amount of theory related to the topic considered. There has been the utilization of an exploratory method in order to determine the criteria which help in the development of common knowledge. There was the presence of a researcher serving as the moderator of the discussion and this person took notes at the time of the discussion while the other observed along with taking notes and this was done in order to compare the two sets of notes at the time of conducting the analysis (Doody, Slevin and Taggart 2013).
The type of discussion and different segments of discussion have been shared in the research paper. It was decided on by the coaches that there are goals which change at the time of the coaching process due to the factors of self reflection and superior amount of self consciousness. The two most noteworthy criteria of outcomes related to the evaluation of coaching effectiveness were discussed as the self-belief in one’s ability to become a noteworthy leader and also in the subordinate’s ability to take up accountability (Krueger 2014).
The questionnaire to facilitate the data collection was described to be a seven-point scale ranging from 1 (strongly disagree) to 7 (strongly agree). The four item scale was shown to have a Cronbach’s Alpha value of 0.89. This implied more or less significant values of the results and implication of the results. The questionnaire was provided to a total of 195 leaders in two different financial institutions and this was done in order to measure the efficacy of the leader and also a certain amount of trust. The questionnaire has been explained to a certain extent. But there could have been a clearer description of the different types of questions which were asked. The different succession of the questions along with all the topics which were covered in the questionnaire needed to be mentioned. The nature of the questions and the type of answers which they could elicit could have been mentioned which have not been clearly explained (Kamberelis and Dimitriadis 2013).
The suitability as well as the way in which a study is important needs to be understood. Unless the results are obtained cannot be utilised it is not feasible to continue the study. It is believed that there has always been some coach or mentor who had a positive impact on the lives of individuals. Great coaches not only help in learning but are also capable of instilling the value of setting as well as achieving goals delaying the amount of gratification and leading to the realization of a person’s true potential. The point in this connection is that the concept of leadership coaching works in a similar manner, not only benefiting the leaders but helping the in reaping positive rewards from the coaching experience.
A crucial aim of the study was to understand whether the efficacy of the role of leader was impactful or not with respect to the case of resource mobilization. There was the need for the existence of a revolutionary change which would be relevant in the context if leadership which would make leadership utilizable as per the needs of the organisation (Yeung et al. 2012).
There are numerous existent theories of leadership which are applicable in organisational perspectives. There are certain organisations which require transformational leaders, some need transactional and some require participative as per the situation demands. There is no doubt about the fact that the concept of the introduction of leadership coaching is an innovative topic which can lead to several more researches in the future in the same direction. Coaching is one-to-one group service for the leaders or executives for bringing about effective and healthier organisations (Seidle, Fernandez and Perry 2016).
It needs to be understood that the concept of leadership coaching is a partnership and this helps in a proper collaboration among both sides in order to reach a valid conclusion. The leaders working and even personal life needs to be impacted. The concept of leadership coaching has received increasing popularity however there is the scarcity of research. There is also the transformational leadership theory in which the leaders experience the concept of leadership coaching. Thus the concept of coaching is new and in a way it is a positive contribution to the implementations of leadership and this helps in the development of the idea as a whole.
The main aim of the article is to work towards the effects of leadership coaching. The tools of leadership development were collected in order to support certain practices. The most noteworthy benefit of leadership coaching is the fact that the benefits do not stay contained within the place of work of the leader but it also radiates outward. At the time the leaders raise the levels of their performance, it is natural for the colleagues to follow and this helps in the achievement of great business results. At the time when the dedication to excellence permeates all the layers of the corporate structure, including the concept of customer facing employees, the result involves improved customer fulfilment and even better revenues and market share. Therefore the idea of the introduction of the leadership coaching is novel but not destructive.
There have been different hypotheses which have been formulated in order to facilitate the understanding regarding the importance of control on the efficacy and role of the leader along with the trust of the leader in his or her subordinates. There is also the impact of the positive and facilitative coaching behaviour on the subordinates. In case the leaders are motivated they can also lead to the motivation of the workforce and this is bound to help the people survive the situation of which they all are a part. In case there is a positive ambience in the place of work, the outcomes are majorly bound to be positive. This is what the research aims to achieve in the long run by means of its analysis. Also it needs to be understood that only certain correlation indices and certain statistical data cannot determine the importance of the research which has been conducted in this particular scenario. For this it is needed to ensure that the information which is provided in the research article is genuine and revolutionary in terms of its implementation. Thus it helps in the use in different leadership perspectives in the future (Mitgang 2012).
There were two major objectives of the article as per the theoretical framework. The idea of LRE has been discussed and it is considered to be the robust outcome of the coaching of leadership. There is the existence of a particular belief in this regard that the concept of efficacy can lead to development of certain organisational behaviours. The first aim was to maintain the essence of coaching and effectiveness of the coaching and leadership development. In this connection the second noteworthy criteria was the concept of leadership coaching and the impact of the terms LRE and LTS. In this regard it can be said that the article is fairly informative and convenient. What is praiseworthy is the introduction and analysis of a novel concept which is aimed at facilitating all the aspects of leadership and organisational development. There are certain areas for improvement which can be maintained in this regard.
References and Bibliography:
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Beer, M., Finnström, M. and Schrader, D., 2016. Why leadership training fails—and what to do about it. Harvard Business Review, 94(10), pp.50-57.
Blumenthal, D.M., Bernard, K., Bohnen, J. and Bohmer, R., 2012. Addressing the leadership gap in medicine: Residents’ need for systematic leadership development training. Academic Medicine, 87(4), pp.513-522.
Clarke, N., 2012. Evaluating Leadership Training and Development: A Levels?of?Analysis Perspective. Human Resource Development Quarterly, 23(4), pp.441-460.
Doody, O., Slevin, E. and Taggart, L., 2013. Focus group interviews part 3: Analysis. British Journal of Nursing, 22(5), pp.266-269.
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
Kamberelis, G. and Dimitriadis, G., 2013. Focus groups. Routledge.
Krueger, R.A., 2014. Focus groups: A practical guide for applied research. Sage publications.
Mitgang, L., 2012. The Making of the Principal: Five Lessons in Leadership Training. Perspective. Wallace Foundation.
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Satiani, B., Sena, J., Ruberg, R. and Ellison, E.C., 2014. Talent management and physician leadership training is essential for preparing tomorrow’s physician leaders. Journal of Vascular Surgery, 59(2), pp.542-546.
Schalock, R.L. and Verdugo, M.A., 2012. A Leadership Guide for Today’s Disabilities Organizations: Overcoming Challenges and Making Change Happen. Brookes Publishing Company. PO Box 10624, Baltimore, MD 21285.
Seidle, B., Fernandez, S. and Perry, J.L., 2016. Do leadership training and development make a difference in the public sector? A panel study. Public Administration Review, 76(4), pp.603-613.
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Taichman, R.S., Parkinson, J.W., Nelson, B.A., Nordquist, B., Ferguson-Young, D.C. and Thompson, J.F., 2012. Leadership training for oral health professionals: a call to action. Journal of dental education, 76(2), pp.185-191.
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Webb, A.M., Tsipis, N.E., McClellan, T.R., McNeil, M.J., Xu, M., Doty, J.P. and Taylor, D.C., 2014. A first step toward understanding best practices in leadership training in undergraduate medical education: a systematic review. Academic Medicine, 89(11), pp.1563-1570.
Yeung, J.H., Ong, G.J., Davies, R.P., Gao, F. and Perkins, G.D., 2012. Factors affecting team leadership skills and their relationship with quality of cardiopulmonary resuscitation. Critical care medicine, 40(9), pp.2617-2621.
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