BUSI 755 Coaching Discussion Board Forum 3.docx - Running head FORUM 3 1 BUSI 755 Coaching Discussion Board Forum 3 Liberty University FORUM 3 2 BUSI

BUSI 755 Coaching Discussion Board Forum 3.docx - Running...

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Running head: FORUM 3 1 BUSI 755 Coaching Discussion Board Forum 3 Liberty University
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FORUM 3 2 BUSI 755 Coaching Discussion Board Forum 3 This paper will focus on four areas. The first area involves core concepts of coaching and how these concepts facilitate an approach in a developmental or coaching relationship. The second area of the paper will provide values identified in the profession of organizational and executive coaching that may be applied as the basis for the integration of one’s faith if one has a faith where this is applicable. The third area of the paper focuses on effective coaching impact on strategic outcomes of an organization’s leadership and the organization itself. The final section of the paper includes key concepts in managing the coaching relationship(s) that appear necessary to produce an effective coaching encounter. Concepts of Coaching that Facilitate a Developmental or Coaching Relationship Two core concepts concerning the increased probability of successful coaching experience are matching and trust. The first step or concept of creating or facilitating a developmental or coaching relationship is to match the right coach with the leader. The chemistry between the leader and the coach must be positive. It should not take any effort to enjoy the relationship. The relationship may grow out of professional respect founded in the expert knowledge the coach has to offer the leader’s profession (Underhill, McAnally, & Koriath, 2007) . Trust may also derive from the similarities found in the coach and the leader. The greater the number of similarities, the higher the likelihood of creating trust between the parties (Hunt & Weintraub, 2017) . After the appropriate coach is matched with a leader, the coach must generate trust in the leader, according to the research gathered from leaders and human resource managers. However, the research indicates that the most important factor from the coach’s point of view is a genuine interest and thorough understanding of the leader’s vocation (Rekalde, Landeta, & Albizu, 2015)
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FORUM 3 3 . Values in the Profession of Executive Coaching Underhill, McAnally, and Koriath published a book entitled Executive Coaching for Results: The Definitive Guide to Developing Organizational Leaders in 2007 (Underhill et al., 2007) . This publication was the original, and no updates have followed. To use this book as an academic resource is flawed because of the outdated material. The authors argue the point,
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