Leadership coaching has become a popular tool for organizations looking to develop their leaders and improve their overall performance. But what exactly do leaders want to learn through coaching? This question has been the subject of much research and discussion, and two experts in the field, Tatiana Bachkirova and Peter Jackson, have recently published their findings in a research article titled “What do leaders really want to learn in a workplace? A study of the shifting agendas of leadership coaching.”
Bachkirova, a professor of coaching psychology at Oxford Brookes University, and Jackson, a professor of organizational behavior at the University of Leicester, have been studying leadership coaching for many years. In their latest research, they set out to explore the evolving nature of leadership coaching and the changing expectations of leaders in the workplace.
The idea for this research was sparked by Bachkirova’s own experience as a coach. She noticed that the goals and objectives of her clients were constantly shifting, and she became curious about the underlying reasons for this. Together with Jackson, she embarked on a journey to uncover the true motivations behind leaders seeking coaching.
Their research involved in-depth interviews with 30 leaders from various industries and backgrounds. The participants were asked about their experiences with coaching, their expectations, and the outcomes they hoped to achieve. The findings of this study shed light on the complexities of leadership coaching and offer valuable insights for coaches, organizations, and leaders themselves.
One of the key findings of the study was the shifting focus of leadership coaching. While in the past, coaching was primarily seen as a tool for developing specific skills or addressing performance issues, it is now being used for a much broader range of purposes. Leaders are seeking coaching not only to improve their skills but also to enhance their personal development and gain a deeper understanding of themselves and their leadership style.
This shift in focus is indicative of the changing demands of the modern workplace. In today’s fast-paced and ever-changing business landscape, leaders are expected to be adaptable, resilient, and self-aware. Coaching has emerged as a powerful tool to help leaders develop these qualities and navigate the challenges of their roles.
Another interesting finding of the study was the role of organizational culture in shaping leaders’ expectations of coaching. The researchers found that leaders’ perceptions of coaching were heavily influenced by the culture of their organization. In some cases, leaders felt pressured to seek coaching as a way to demonstrate their commitment to personal development, while in others, coaching was seen as a sign of weakness or incompetence.
This highlights the importance of creating a supportive and open culture within organizations, where coaching is seen as a valuable tool for growth and development rather than a sign of weakness. As Bachkirova and Jackson point out, “Organizations need to create a culture where coaching is seen as a normal part of leadership development and not as a remedial intervention.”
The study also revealed the importance of the coach-client relationship in the success of coaching. Leaders emphasized the need for a trusting and supportive relationship with their coach, where they could freely express their thoughts and feelings without fear of judgment. This highlights the importance of selecting the right coach for each individual and the need for ongoing training and development for coaches to ensure they have the necessary skills and competencies.
Overall, the research by Bachkirova and Jackson provides valuable insights into the evolving nature of leadership coaching and the shifting expectations of leaders in the workplace. It highlights the need for a more holistic and personalized approach to coaching, where the focus is not just on developing skills but also on personal growth and self-awareness.
The findings of this study have important implications for organizations looking to implement coaching programs for their leaders. It is crucial for organizations to create a culture that supports and encourages coaching, and to carefully select coaches who can build strong and trusting relationships with their clients. By doing so, organizations can not only improve the performance of their leaders but also foster a culture of continuous learning and development.
In conclusion, the research by Bachkirova and Jackson sheds light on the complex and evolving nature of leadership coaching. It highlights the importance of understanding the motivations and expectations of leaders seeking coaching and the role of organizational culture and the coach-client relationship in the success of coaching. This study serves as a valuable resource for coaches, organizations, and leaders themselves, and it is a testament to the ever-growing importance of coaching in the modern workplace.
