Essays on Leadership and Management Development Coursework

Download full paperFile format: .doc, available for editing

The paper "Leadership and Management Development " is a great example of management coursework.   In this new information age, the most crucial change confronting the senior managers in international organizations is creating a new generation of managers or leaders who can continue and broaden the strategic reach of their organizations (Dytham-Ward 2009, p. 226). All these leaders can be argued to exist in each generation as baby boomers, millennials and generation X. Every generation comes with a different thing, but which is significant to the organization (Greif 2007, p. 222). It is also important to note each generation requires leadership development because challenges are different.

The contemporarily and tomorrow’ s leaders have been collaborative, flexible, able to leverage focus expertise, and keen to continue learning. Greif (2007, p. 231) claims that learning organizations have to be capable of supporting leaders so as to develop such characteristics. To achieve all these the organizations have to hire leaders with coaching skill who can help train and develop employees to become leaders of tomorrow. In this way, they will create ‘ built to last’ scenario. Based on the analysis, this paper will discuss the role of coaching in developing the leaders of tomorrow.

It will also discuss the benefits and potential challenges for organizations choosing coaching as a method for developing their leaders. The role of coaching in developing the leaders of  tomorrow According to Greif (2007, p. 222), coaching is defined as a development process or training in which a person is supported and encouraged while receiving a particular professional and personal skill result or objective. Coaching is normally conducted by a person who has expertise and experience and provides guidance and advice by means of a learning process.

Coaching activities consist of skills assessments, competency modeling, action planning, goal-setting, open-ended discussions, structured learning, encouragement, personality dynamics analysis and creative problem-solving among others (Laura 2008). One of the features of career success within an organization is the capability of a recently promoted or new employee to effectively transition into an expanded or new leadership position. Some find it tough hard to adopt leading to failure of operations. McCarthy & Milner (2013, p. 679), contend that the basis for the failures may not be lack of skills or experience and intelligence but because the incapability of these managers to integrate effectively into the new role or new cultures and create the needed "mindset shift" with the fundamental changes they go through in their roles.

In the real sense, the role of coaching in developing the leaders of tomorrow is to impact leadership skills, traits and styles and team excellence (Connor & Pokora 2007). Benefits for organizations choosing coaching as a method for developing their leaders Coaching impact leadership skills The collection of activities a leader or a manager takes changes with time and cannot just be improved with observation alone.

Therefore, to be successful, tomorrow’ s leader needs a variety of skills imparted through coaching to be effective and create an impact. In fact, any skill acquired through coaching can to some extent be of good use on any leadership stage. The most effective leader of tomorrow must have four skill sets including interpersonal skills, technical skills, conceptual skills and system skills (Greif 2007, p. 234). Ellinger, Beattie & Hamlin (2010) posit that tomorrow’ s leader needs leaders who can influence, engage employees and involve employees on decisions of the organization.

Some of these interpersonal skills may appear simple, but not every today’ s leader posses them, and this can be seen through high employee turnover. As such, interpersonal skills can be impacted by learning. Interpersonal skills mostly involve communication skills and how a manager relates with his employees (Dytham-Ward 2009, p. 229).


Bluckert, P 2005, Critical factors in executive coaching – the coaching relationship", Industrial

and Commercial Training, 37, 336-340.

Cavanagh, M.J & Grant, A.M 2010, The solution-focused approach to coaching, in Cox, E.,

Bachkirova, T., Clutterbuck, D. (Eds), Complete Handbook of Coaching, Sage, London

Connor, M & Pokora, J 2007, Coaching and Mentoring at Work: Developing Effective Practice,

Open University Press, Maidenhead.

Dytham-Ward, M 2009, Developing the leaders of tomorrow in Abbey, part of the Santander

Group, Industrial and Commercial Training, 41, 226 – 231.

Ellinger, A.D, Beattie, R.S & Hamlin, R.G 2010, The ‘manager as coach’, in Cox, E.,

Bachkirova, T., Clutterbuck, D. (Eds), The Complete Handbook of Coaching, Sage,


Greif, S 2007, Advances in Research on Coaching Outcomes, International Coaching

Psychology Review, 2(3), 222–49.

Laura, L 2008, Executive Coaching – Worth the Money? The Wall Street Journal.

McCarthy, G & Milner, J 2013, Managerial coaching: challenges, opportunities and training,

Journal of Management Development, 7, 768-779.

Renton, J 2009, Coaching and Mentoring: What They Are and How to Make the Most of

Them, The Economist Newspaper, 8 & 27.

Download full paperFile format: .doc, available for editing
Contact Us