Business coaches and those who have undertaken a leadership coaching course are valuable assets to any organisation because in today’s business environment it can be challenging for leaders to move forward with confidence. They can assist businesses with organisational change and when specific problems like dysfunctional behaviours need to be resolved. They can also help employees develop specific skills for specific purposes like being prepared for a role change or promotion.
Our Leader as Coach professional development course is ideal for those currently in a leadership role or wanting to transition from a leadership role to a coaching role.
Some outcomes achieved by undertaking a leadership coaching course include:
- Learning how to develop successful coaching relationships
- Exploring successful coaching in the workplace
- Studying how to initiate and develop a productive relationship with a coach
- Gaining insights into facilitating the coaching process
- Learning how to handle coaching challenges
- Exploring the MIT Sloan management review process
- Studying how to manage for performance development
- Understanding the dominant leadership types
- Examining how to identify leadership potential
- Gaining insights into using data-driven assessments
- Learning about finding hidden gems
- Exploring how to adopt data-driven methods
- Studying the six types of supporters
- Understanding how to validate the six categories
- Discovering the importance of fit
- Examining the impact of organisational context
- Gaining insights into the implications for organisations and individuals
- Discovering how to align leadership at multiple levels
- Examining the focus on the human dimension
- Gaining insights into working within a broader ecosystem
- Learning how to support ‘analytical amateurs’
- Exploring neuroscience for coaches
- Studying the brain areas
- Gaining an understanding of the prefrontal cortex
- Examining the basal ganglia
- Learning about striatum and nucleus accumbens
- Exploring the insular cortex
- Studying the amygdala
- Understanding the anterior cingulate cortex
- Examining the hypothalamus and hippocampus
- Gaining insights into brain chemicals
- Discovering the communication molecules of your mind
- Learning about GABA and glutamate
- Exploring neurons and synapses
- Studying neuroplasticity and neuroimaging
- Gaining an understanding of brain networks
- Examining the quantum brain
- Gaining insights into self-control and willpower
- Learning about mindfulness and motivation
- Exploring decision making
- How to leverage individual performance for company success
- And more…
Top 8 Characteristics of Great Leaders
Managers who show great leadership can inspire their teams to accomplish amazing things. And coaches can play a big part in developing positive leadership using what they’ve learned in our leadership coaching course. But what characteristics make for a great leader?
#1 – Enthusiasm
Authentic enthusiasm can’t be faked. And when leaders are sincerely passionate about their work it can be contagious. Being enthusiastic can also help leaders identify existing problems in an organisation, which can lead to innovation and real change.
#2 – Integrity
Whether it’s acknowledging their mistakes, putting safety and quality first, or giving proper credit for accomplishments, great leaders exhibit integrity at all times. Basically, they do what’s right, even if it’s not the best thing for the project or the company’s bottom line at the time.
#3 – Communication Skills
Leaders instruct, discipline and motivate their employees — none of which can be accomplished with poor communication. Poor communication can also lead to poor outcomes, and leaders who fail to develop these skills, including listening skills, are often perceived as being weak.
#4 – Loyalty
Great leaders understand that true loyalty should be reciprocated, so they express loyalty in tangible ways that benefit their employees. It is also about ensuring all team members have the support, training and resources to do their jobs well, and supporting them in times of conflict or crisis.
#5 – Decisiveness
Leaders aren’t empowered to make decisions simply due to their position. They are willing to make decisions and take risks knowing that if things don’t work out, they need to be personally accountable. Leaders who aren’t decisive are often ineffective, and too much consensus-building can often have a negative impact.
#6 – Competence
Simply being good at your job doesn’t prove that you’ll make a great leader. Employees who are great workers understand their organisation’s products, services, goals and processes. But are they also competent in inspiring, motivating, directing and mentoring as all great leaders are?
#7 – Empowerment
Great leaders have faith in their ability to develop their employees. They also have a willingness to empower those they lead to act autonomously, which is about trusting that their team can successfully negotiate any challenges they might face. Empowered employees are more likely to make decisions that benefit their organisation.
#8 – Charisma
Great leaders are friendly, approachable, well-spoken and show sincere care for others. Employees are more likely to follow leaders they like, find it easier to relate to them, and therefore more likely to make a positive contribution to the organisation.
The Importance Of Emotional Intelligence
A lack of Emotional Intelligence (EI) can make or break even the best leaders. A leadership coaching course can help coaches assist clients with motivating themselves, managing their emotions, and recognising their own feelings and those of others. The basic components of EI are:
#1 – Self-awareness
Self-awareness refers to someone’s capacity to recognise and understand emotions, and have a sense of how their moods and actions and the emotions of others take effect. It also involves being able to identify one’s emotions correctly, being aware of personal strengths and limitations, and being open to different experiences and ideas.
#2 – Self-regulation
This refers to someone’s ability to express emotion appropriately. It includes being able to cope with change, managing conflict and being flexible. It also refers to being aware of how one’s actions affect others and taking ownership of those actions.
#3 – Social Skills
Having social skills refers to being able to interact well with other people. Different social skills include leadership, developing rapport, active listening, and both verbal and non-verbal communication skills.
#4 – Empathy
This component refers to being able to understand how others are feeling. It enables individuals to respond appropriately to others based on recognising their own emotions, and play a part in social relationships including in the workplace.
#5 – Motivation
In the context of EI, motivation refers to intrinsic motivation. This means an individual is driven to meet personal goals and needs rather than being motivated by external rewards like fame, money or recognition. People with motivation set goals are action-oriented, take initiative and typically search for ways to improve themselves.
There is also a range of theories that explore these concepts more deeply. These include:
Mayer, Salovey and Caruso’s EI Ability Model
This four-branch model suggests information from the perceived understanding and managing of emotions can be used to facilitate thinking and guide our decision-making. They include the ability to:
- Perceive emotion — this involves being able to identify emotions in the postural and facial expressions of others.
- Use emotion to facilitate thought — this involves the ability to use emotions in order to aid thinking.
- Understand emotions — this involves the capacity to understand emotions, appreciate the outcomes of emotions, and discriminate and label between feelings.
- Self-manage emotion — this involves an individual’s goals and self-awareness shaping the way their emotions are managed.
Goleman’s EI Performance Model
This theory is built on four capabilities – the first two are about ‘self’, the second two about others. They include having:
- Self-awareness — this relates to perception and accurate understanding.
- Self-management — this relates to emotional self-control.
- Social awareness — this relates to empathy and an understanding of the emotions of others.
- Relationship management — this relates to collaborating, accomplishing goals with others and working effectively in the social space.
These four capabilities form the basis of twelve ‘subscales’:
- emotional self-awareness
- emotional self-control
- achievement orientation
- a positive outlook
- coaching and mentoring
- conflict management
- organisational awareness
- inspirational leadership
Bar-On’s EI Competencies Model
This theory revolves around EI being a system of interconnected behaviour that arises from social and emotional competencies. Bar-On argues that these have an influence on performance, behaviour and relationships. The five ‘meta-factors’ are the ability to:
- Be aware of emotions and understand and express feelings.
- Understand how others feel and interact with them.
- Manage and control emotions.
- Adapt, manage change and solve problems of a personal and interpersonal nature.
- Generate a positive effect to enhance self-motivation and facilitate emotionally and socially intelligent behaviour.
This theory also has 15 subscales:
- emotional self-awareness
- emotional expression
- interpersonal relationships
- social responsibility
- reality testing
- impulse control
- stress tolerance
Help businesses transform and employees thrive in today’s challenging and ever-changing business world with our Leader as Coach professional development course!