Coaching Admired Leadership Dave Seibold Professor Communication LS

Coaching Admired Leadership Dave Seibold Professor, Communication, L&S Co-Director, Grad Program in Management Practice, Co. E COM 122: Micro- and Macro-Organizational Communication October 26, 2009

Outline • • • Relevant Coaching Experience Coaching: Premises, Principles & Processes Conceptualizations of Leader/Leadership Perspectives on Leadership Admired Leadership

Relevant Experience: Coaching Consultations BP-Amoco, Kaiser Permanente, Raytheon Vision Systems, State Farm, Goldman Sachs, Morgan Stanley, Merrill Lynch, BMG, American Medical Association, Illinois Power, Laurel Hill Trucking, County of Santa Barbara Department of Alcohol, Drug and Mental Health Services, Siemens Solar, Hartney-Greymont, Building One, Advanced Filtration Systems, National Cancer Institute, County of Santa Barbara Division of Child Support Services, Royal Caribbean Cruise Line.

Coaching Premises • • • Breadth of expertise/skills > specialization Multidisciplinarity > communication focus Metatheoretical perspectives > theory Theory-driven and grounded Role as academic > consultant

Coaching Premises • • • Similarity to/difference from clients? Must introduce new material Coaching vs facilitation OD/HR style vs executive style Value of organizational knowledge

Coaching Principles • • Only coach if can help. . . Prepare thoroughly. . . Do no harm/remedy asap/learning. . . Accountable to client and system. . . Encourage openness. . . Same standards as personal relationships. . . Focus on behaviors/skills & org structure. . . Advocate for internal and social change. . .

Coaching Processes • • • Contact from gatekeeper/screening process Preliminary discussion(s) with client Observations of client in situ Interviews with stakeholders Develop coaching plan Secure agreement

Coaching Processes con’t • Data sources: – PAs, – shadow method – view video – 360 degree feedback – self-diagnostic measures – critical incident diaries – role plays. . .

Coaching Processes con’t • Interpretation/learning objectives – – – – Interactional goals: task, identity, relationship Confidence/diffidence markers Blending power/attractiveness Building credibility Communicating strategy Directive and facilitative leadership Managing conflict and constructive negative feedback Creating high performance teams

Coaching Processes con’t • F-to-F sessions, phone call boosters • Contact with stakeholders to assess client changes/continuing challenges • Promote mechanisms for self- and peer-learning • Assess continued utility/determine endpoint • Check-ins and follow-ups

Conceptualizations of Leader • • • Office/Position Central Member Sociometric Choice Influence on Group Syntality Performance of Necessary Group Functions

Conceptualizations of Leader/Role • • • Office/Position Central Member Sociometric Choice Influence on Group Syntality Performance of Necessary Group Functions Leadership/Process

Leadership Perspectives • • • Traits Styles Situational/Contingency (Path-Goal Theory) Functional/Skills Transformational/Interactional (LMX Theory)

Bennis’ Functions of CEOs as Leaders • • Management of Vision Management of Meaning Management of Constancy Management of Self

Bass’ Characteristics of Transformational Leadership • • Charisma Inspiration Individualized Consideration Intellectual Stimulation

Coaching Admired Leadership • • Developing Leadership Optimism Displaying Personal Values Making Communication Memorable Creating Group Pride Pushing and Pulling Strategy Negotiating Upward Relationships Managing Downward Expectations Motivating through Nontraditional Rewards

Admired Leaders Motivate through nontraditional rewards: • • Parachute into crises Sign others’ books Give people positive labels Thank others in advance

Admired Leaders Motivate through nontraditional rewards: • • Are conscious of invitations Congratulate people they don’t know Reward through experience, not just dollars Develop others by developing their strengths

Admired Leaders Motivate through non-tradtitional rewards: • Talk about others’ career paths • Send personal cards -- to office and to home • Are optimistic about everything!

Admired Leaders Motivate through non-traditional rewards: • Coach subordinates to take risks • Find ways to be supportive when others disagree

Admired Leadership and Teams “Bosses’” Behaviors in Traditional Firms “Leaders’” Activities “Leadership” Processes in Participative Groups in Collaborative Teams Planning Work Setting Goals Creating Vision Staffing with Workers Involving Members Building Teams Directing Employees Guiding Participants Inspiring Teamwork Controlling Work Rewarding Performance Enabling Innovativeness Evaluating Productivity Assessing Achievement Monitoring Responses