Engage in a substantive discussion on the below thread Submit reply to 300–450 words . Make sure that you are adding new and relevant information with each reply. Coaching Concepts and their Importance Coaching has become a widely used developmental practice in the international business environment for many years due to the numerous benefits associated with it. The contemporary approach to coaching is relatively new in terms of leader development and organizational growth (Bowles, Cunningham, Gabriel M De La, & Picano, 2007). The practice of coaching evolved from executive development or developmental counseling which can be traced back to the late 1980s (Bowles et al., 2007). Often referred to as a meme, coaching has evolved rapidly in an ever changing socioeconomic and business arena over the past few decades (Mihiotis & Argirou, 2016). Essentially, the coaching intervention that we know today has been designed to foster developmental opportunities to participants in middle and executive management positions (Bowles et al., 2007). Executive coaching encompasses practical concepts that, if well-followed and applied consistently, can be beneficial not only to the individual being coached (coachee) but also to the overall success of the organization (Bergquist & Mura, 2011).  Communicate the Purpose of Coaching A clear-cut definition of the coaching effort being embraced by the organization must be communicated to the leaders to ensure that everyone has a positive perspective of the purpose and intent. Human Resource Development (HRD) and Leadership development (LD) can play a vital role in communicating why the organization is hiring coaches for its leaders (Underhill, McAnally & Koriath, 2007). Since coaching can be used for various purposes to include enhancing career development, remedying underachievement, aiding with transitioning, and retaining high potentials, effective communication is essential to avoiding confusion as coaching can sometimes be views with mixed feelings (Underhill et al., 2007). In line with the HRD effort, corporations must strive to make leadership development their primary goal for using coaches whenever necessary, to help boost motivation and ensure a positive reception.    Avoid Using Coaching as Remedial Tool Many leaders dread the idea of being assigned a coach which is usually a sign that their performance may be unsatisfactory. In fact, the early days of organizational coaching focused mainly on leaders that were having performance issues (Underhill et al., 2007). Coaching was then used as a remedial tool to get underachieving leaders back on track (Underhill et al., 2007). In recent times, however, companies have scrapped the idea of using coaching to correct poor performance and have rather reserved it to develop their star performers. It has been observed that performance management practices are more suited for correcting underperformance with leadership (Underhill et al., 2007). It is important ...

1. Engage in a substantive discussion on the below thread Submit
reply to 300–450 words . Make sure that you are adding new
and relevant information with each reply.
Coaching Concepts and their Importance
Coaching has become a widely used developmental practice in
the international business environment for many years due to
the numerous benefits associated with it. The contemporary
approach to coaching is relatively new in terms of leader
development and organizational growth (Bowles, Cunningham,
Gabriel M De La, & Picano, 2007). The practice of coaching
evolved from executive development or developmental
counseling which can be traced back to the late 1980s (Bowles
et al., 2007). Often referred to as a meme, coaching has evolved
rapidly in an ever changing socioeconomic and business arena
over the past few decades (Mihiotis & Argirou, 2016).
Essentially, the coaching intervention that we know today has
been designed to foster developmental opportunities to
participants in middle and executive management positions
(Bowles et al., 2007).
Executive coaching encompasses practical concepts that, if
well-followed and applied consistently, can be beneficial not
only to the individual being coached (coachee) but also to the
overall success of the organization (Bergquist & Mura, 2011).
Communicate the Purpose of Coaching
A clear-cut definition of the coaching effort being embraced by
the organization must be communicated to the leaders to ensure
that everyone has a positive perspective of the purpose and

2. intent. Human Resource Development (HRD) and Leadership
development (LD) can play a vital role in communicating why
the organization is hiring coaches for its leaders (Underhill,
McAnally & Koriath, 2007). Since coaching can be used for
various purposes to include enhancing career development,
remedying underachievement, aiding with transitioning, and
retaining high potentials, effective communication is essential
to avoiding confusion as coaching can sometimes be views with
mixed feelings (Underhill et al., 2007). In line with the HRD
effort, corporations must strive to make leadership development
their primary goal for using coaches whenever necessary, to
help boost motivation and ensure a positive reception.
Avoid Using Coaching as Remedial Tool
Many leaders dread the idea of being assigned a coach which is
usually a sign that their performance may be unsatisfactory. In
fact, the early days of organizational coaching focused mainly
on leaders that were having performance issues (Underhill et
al., 2007). Coaching was then used as a remedial tool to get
underachieving leaders back on track (Underhill et al., 2007). In
recent times, however, companies have scrapped the idea of
using coaching to correct poor performance and have rather
reserved it to develop their star performers. It has been
observed that performance management practices are more
suited for correcting underperformance with leadership
(Underhill et al., 2007). It is important that the organization
institutes policies that strictly preserves executive coaching for
the very best of their leaders. Companies that continue to utilize
coaching for underachievers may find it difficult for have their
best leaders embrace the coaching idea.
Use Coaching for Transitions
Coaching is a great and necessary tool for leaders in transition.
Oftentimes, transitioning vertically, laterally, or geographically

3. can be challenging for the leader, especially in the initial stages
of the move. Executive coaching is important at this crucial
time in the leader’s career when a great deal of learning and
adapting is needed to keep the leader on track (Underhill et al.,
2007). Furthermore, onboarding of leaders, another tricky move,
is a good time for the organization to assign the new executive a
coach to help with smooth assimilation and understanding of the
corporate culture and other important functions. The executive
coach offers the necessary reinforcement at a time when the
leader could be vulnerable to failure. The executive coach
therefore becomes a secondary support system or a safety net of
sorts for the coachee during the transitional period when many
things can go wrong (Underhill et al., 2007).
Coaching Promotes High Potential Retention
Attracting and retaining high caliber human capital has been a
problem for corporations around the world. As the only asset
the firm cannot place full claim of ownership, human asset is
bound to move from one organization to another depending of
their motivational level and other factors. Leader developmental
coaching is a great way to retain top class executives since the
executives see and appreciate the commitment and investment
the company is making towards their improvement. In the end,
both the executive and the business win. The leader wins in
terms of gaining higher developmental opportunity while the
company wins through the successes it enjoys presently and, in
the future, based on sound decisions made by high quality
leadership (Bergquist & Mura, 2011).
Leader Support is Necessary
For coaching to be effective, it must be fully supported by top
leaders in the organization without which the system may be
unsuccessful. Coaching initiatives that have the full
endorsement of top executives tend to sustain and thrive due to

4. leadership influence. Many CEOs of successful corporations
have been known to receive coaching which they have openly
lauded as worthwhile. If a highly respected and charismatic
leader engages the help of a coach, other top and mid-level
managers may have a positive view of the practice and thereby
willingly embrace the idea of coaching to benefit themselves
and the corporation.
Executive coaching may be received with mixed feelings among
corporate leadership, but it has been demonstrated to be
critically beneficial to both the leader and organization.
Coaching has a broader scope and goes beyond counseling and
consulting as it combines the mind, heart, and guts in a unified
direction (Bergquist & Mura, 2011). Skills are often difficult to
transfer from a single training to the workplace and training
alone cannot be depended upon to unearth the maximum
potential of a leader (Mihiotis & Argirou, 2016). Coaching can
therefore make up for the void by encouraging the practice of
leadership skills while fully developing those skills through
self-awareness, continuous learning, and feedback.
References
Bergquist, W., & Mura, A. (2011). Coachbook: A guide to
organizational coaching strategies and practices. Seattle, WA:
CreateSpace Independent Publishing Platform. ISBN:
9781456562953.
Bowles, S., Christopher J.L. Cunningham, Gabriel M De La, R.,
& Picano, J. (2007). Coaching leaders in middle and executive
management: Goals, performance, buy-in. Leadership &
Organization Development Journal, 28(5), 388-408.
doi:http://dx.doi.org.ezproxy.liberty.edu/10.1108/014377307107
61715
Mihiotis, A., & Argirou, N. (2016). Coaching: From challenge

5. to opportunity. The Journal of Management Development,
35(4), 448-463. Retrieved from
http://ezproxy.liberty.edu/login?url=https://search-proquest-
com.ezproxy.liberty.edu/docview/1784029305?accountid=12085
Underhill, B. O., McAnally, K., & Koriath, J. J. (2007).
Executive coaching for results: The definitive guide to
developing organizational leaders. San Francisco, CA: Berrett-
Koehler Publishers. ISBN: 9781576754481.