Coaching Leadership


Creative Commons License

Kara G. , Demirtaş Ö.

in: A Handbook of Leadership Styles, Özgür Demirtaş, Editor, Cambridge University Press, Cambridge (MA), USA , Kayseri, pp.429-452, 2020

  • Publication Type: Book Chapter / Chapter Other Book
  • Publication Date: 2020
  • Publisher: Cambridge University Press, Cambridge (MA), USA 
  • City: Kayseri
  • Page Numbers: pp.429-452
  • Editors: Özgür Demirtaş, Editor

Abstract

In today’s exceedingly changing environment, knowledge has become

much more significant. In order to ensure the sustainable development of

skill sets, employees and managers have to discover new paths to establish

or improve their human resources. Coaching is about focusing on

leadership practice as a chance for learning. The new education context

entails a lifetime of learning as we attempt to stay updated with new

technologies, new systems, new concepts, and new working methods.

Coaching models challenge leaders to think about the concept of learning

in unique ways, and in order to initiate new leadership learning, leaders

must go beyond the boundaries of their comfort zones and become

familiarized with the outcomes of a coaching process. Organizations today

give high significance to coaching in order to improve the efficiency of

their employees and, by extension, to advance the productivity of

organizations. Coaching leadership is a comparatively new field. Some

academicians suggest that its grounds have been weakly stated and that

coaching leadership is deprived of a consistent conceptual explanation and

a solid study base to practically implement it. Thus, with the purpose of

this division, we wanted to develop the current coaching leadership

literature by outlining or inspecting the relationships between coaching

leadership behaviors and some other individual and organizational

consequences.