This assignment is to reply to another classmate's discussion board post here
are the instructions:
Engage in a substantive discussion that meets grading rubric specifications.
Submit replies of 300–450 words each to at least 2 other students. Make sure
that you are adding new and relevant information with each reply, including
scholarly sources.
The instructor also stated in regards to this assignment theses supplemental
instructions:
you should now review discussions posted by other students. Next,
synthesize their discussion and information. Then, provide ADDITIONAL
quality information to expand the knowledge of information. This means you
will need to use citations for the feedback as well as the initial post. As a
doctoral student, please ensure your replies are robust and rigorous to
expand the depth and breadth of discussion.
Remember that Journals are important for all assignments, so please support
your information with them.
Here is the classmates discussion post that you are replying to:
Discussion Board Two is a rough draft for the Thematic Integration of Faith
and Learning Paper. There are three main foundational organizational and
executive coaching concepts offered that are related to the course specific to
biblical illustrations from the Old and New Testament. The concepts build-up
five to eight critical questions that will be offered in the final paper. The course
concepts offered in Discussion Board Two are coaching the inner resistance,
coaching by managing relationships, and the competency of coaching. The
critical framework for organizational and executive coaching is to foster
optimal outcomes. Research is moving in the direction of utilizing both
coaching and mentoring to discover practical applications that organizations
can synchronously utilize. The course textbooks have compared coaching
and mentoring, but have not explored the benefits of adopting both concepts.
Scripture reference integration is throughout Discussion Board Two utilizing
Exodus 14:15-18, First Corinthians 9:19-27, Jeremiah 17:7-8, Joshua 1:1-18,
Mark 4:26-29, Matthew 11:28-30, and Second Timothy 2:15 (King James
Version).
Keywords: concepts, critical, executive coaching, foundational pillars,
triangulated
Organizational and Executive Coaching
The critical framework for organizational and executive coaching is to be
solution intensive for optimal outcomes by leveraging collaborative
relationships that build among collective thoughts, behaviors, emotions, and
the environment (Grant, 2016). A dual Spanish study in 2014 of 100
executives with a certified coach and 236 human resource managers chosen
randomly from 3,990 firms demonstrated that executive coaching was more
effective than other techniques (Rekalde, Landeta, Albizu, & Fernandez-
Ferrin, 2017). The study was comprised of eight indicators measuring
organizational behavior sustainment changes using a seven-point Likert scale
displaying a strong correlation between the executive and human resource
agreement of 5.14 out of 7.00 favoring executive coaching (Rekalde et al.,
2017).
Thematic Integration of Faith and Learning Paper Overview
There are three main organizational and executive coaching concepts related
to the course that are triangulated linking to biblical illustrations from the Old
and New Testament. The course concepts are coaching the inner resistance,
coaching by managing relationships, and the competency of coaching.
Coaching the Inner Resistance
Jesus Christ endured the balance of the cross dealing with toil while
embracing peacefulness to gain the souls of humanity (Keller & Alsdorf,
2012). The New Testament concerns Jesus Christ, specifically Matthew
11:28-30 (King James Version), because having defeated all manner of evil in
toil, God provides the right eternal balance of peace (Keller & Alsdorf, 2012).
The coaching opportunity from Jesus Christ is to know that inner resistance
turns into eternal joy. In the Old Testament, Pharaoh released Israel from
servitude but then pursued to follow them to the Red Sea. God coached
Mosses in Exodus 14:15-18 (King James Version) to go through the parted
sea to safety. The coaching opportunity from Mosses is to know that high risk
in internal resistance is necessary.
Executive coaching is a viable solution to increasing internal resistance
diversity awareness in leaders to build a strong following (Motsoaledi &
Cilliers, 2012). Positive takeaways from coaching are discovery, heart-to-heart
discussion, self-reflection, training, building bridges, life expertise, supportive
treatment, and examination (Ulanovsky, 2015). Executives need to utilize
coaching three ways, for personal inner resistance, among colleagues, and
within organizations for cross-cultural diversity to strengthen workplace
performance and relationships (Motsoaledi & Cilliers, 2012). Coaching
involves seeing the layers of leadership, including conversation, relations,
individual, organizational, business, politics, and spatio-temporal matters
(Ulanovsky, 2015).
Coaching by Managing Relationships
The Apostle Paul in the New Testament managed relationships as his primary
Scriptural calling in First Corinthians 9:19-27 (King James Version) being free
from any one group. God coached the servant Mark who served with the
Apostle Paul in Mark 4:26-29 (King James Version), sowing seeds Mark could
not contain nor fully know. Coaching has to be linked to the how and the who
to reap the optimal benefit, how being leadership development, and who
being talent management (Underhill, McNally, & Koriath, 2007). The lesson
from the Apostle Paul and Mark is to know the responsibility inherent with
being coached and coaching. In the Old Testament, Jeremiah 17:7-8 (King
James Version), the word of the Lord provides coaching to Jeremiah, a man,
called to be a prophet showing that man is continually developing.
Coaching is an organizational strategy for developing manager-subordinate
relationships (Woo, 2017). Companies have adopted coaching and mentoring,
involving a supervisory coach and a non-supervisory mentor (Woo, 2017).
The significance of being holistic is because coaching increases individual
and unit effectiveness (Bozer & Joo, 2015). Matches between the coach and
the coachee are essential to leverage feedback and increase self-awareness
(Bozer & Joo, 2015). Joint efforts, like coaching and mentoring, are becoming
commonplace to discover practical applications that organizations can
synchronously adopt, building strong relationships to improve performance
(Woo, 2017).
Competency of Coaching
In the New Testament, Second Timothy 2:15 (King James Version) is about
studying Scripture and discerning truth. The Apostle Paul coached
competently. For organizations to grow strong, both being coached and
coaching require competency. In the Old Testament, Joshua 1:1-18 (King
James Version) shows how Mosses was succeeded by Joshua, so Joshua
could carry out the crossing of the Jordan. To gain competence, Joshua had
to press forward. Competency requires the ability to relay knowledge and to
also relate the knowledge across cultures (Hunt & Weintraub, 2017).
Competence is built through opportunity, reflection, feedback, and follow-
through (Hunt & Weintraub, 2017).
Competency is dynamic based on situation variables requiring knowledge and
experience (Vandaveer, Lowman, Pearlman, & Brannick, 2016). Competency
is displayed in successful repeated ability demonstrated to reap beneficial
outcomes (Lawley & Linder-Pelz, 2016). The ingredients of a leader’s success
are the competence leverage factors that strongly indicate future performance
or that increase organizational environment and subordinates as evidence
(Lawley & Linder-Pelz, 2016). The three critical coaching competency
outcomes are a coach’s quality of insight and effectiveness at 59 percent, the
strength of coaching relationship at 48 percent, and coachee readiness
through self-awareness and feedback at 41 percent (Vandaveer et al., 2016).
Conclusion
The essential foundation for organizational and executive coaching is to be
solution intensive (Grant, 2016). The reasoning behind a solution-driven
offering is to enable optimal outcomes to be derived at through collaborative
relationships that include thoughts, behaviors, emotions, and the environment
(Grant, 2016). Involving a wider lens yet narrower answer provides for an
opportunity to develop and grow organizational and executive coaching.
Fostering this joint collaboration does not allow for internal organizational
justification to overshadow the consensus of social justice. At the same time,
joint collaboration enables a rehabilitative opportunity from a more balanced
investigative mindset. To realize joint balance, companies have adopted
coaching and mentoring involving a supervisory coach and a non-supervisory
mentor (Woo, 2017). Having a holistic approach enables more balance, and
that is what joint collaboration is all about. To better understand competency,
organizations need to leverage where a leader has demonstrated their most
consistent successes (Lawley & Linder-Pelz, 2016). Joint social justice is a
viable holistic approach to solve organizational quagmires.
References
Bozer, G., & Joo, B. K. (2015). The effects of coachee characteristics and
coaching
relationships on feedback receptivity and self-awareness in executive
coaching.
International Leadership Journal, 7(3). Retrieved
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Grant, A. M. (2016). What can Sydney tell us about coaching? Research with
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practice from down under. Consulting Psychology Journal: Practice and
Research,
68(2), 105. doi: 10.1037/cpb0000047
Hunt, J. M. & Weintraub, J. R. (2017). The coaching manager: Developing top
talent in
business. Thousand Oaks, CA: Sage Publications, Inc.
Keller, T., & Alsdorf, K. L. (2012). Every good endeavor: Connecting your
work to God’s work.
New York, NY: Penguin Random House LLC.
Lawley, J., & Linder-Pelz, S. (2016). Evidence of competency: Exploring
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results: The
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Running head: DISCUSSION RESPONSE 1
Discussion Response
Student’s Name
Professor’s Name
Course
Date
DISCUSSION RESPONSE 2
I agree with you that organizational and executive coaching is a strategic approach for
managing the relationship and countering inner resistance. The best part is that you have used the
scriptures to emphasize this perspective. I believe that if organizations discover the essence of
coaching, they are likely to improve the skills and abilities of employees. As demonstrated by
Woo (2017), the discovery of potential capabilities in employees drives creativity and
innovation.
Based on the constant environmental changes in the business world, organizations
striving to gain competitive advantage have developed managerial coaching and mentoring
programs. Managerial coaching programs have encouraged managers to develop excellent
leadership skills, for this has created an opportunity for them to understand the employees' needs
and different personalities. Even when Jesus was with his disciples, he was a good example of a
coach who taught his disciples to be of good character. Coaching generally tends to portray a
socially responsible act. In this sense, leaders are encouraged to keep doing positive deeds not
only for people outside the organization but also target those in the internal environment. This
well supported by Galatians 6:9 (King James Version), where Paul encourages people that they
should not grow weary of doing good because the fruits are worthwhile. Generally, this
influences competency in the leadership style of managers, where they learn how to develop
competency-based coaching programs (Lawley & Linder-Pelz, 2016). In this case, managers
learn how to incorporate a multi-diverse approach to coaching that integrates listening skills,
feedback, and questioning motivates employees and managers to have open communication.
Without openness, organizational conflict becomes the norm, and this affects
performance and overall organizational success. Achieving better outcomes of coaching and
requires managers to assess the effectiveness of their coaching practices. Such a consideration is
DISCUSSION RESPONSE 3
essential since it motivates them to identify coaching gaps to establish solutions that can help in
promoting realistic results.
DISCUSSION RESPONSE 4
References
Lawley, J., & Linder-Pelz, S. (2016). Evidence of competency: Exploring coach, coachee, and
expert evaluations of coaching. Coaching: An International Journal of Theory, Research,
and Practice, 9(2), 110-128. Retrieved from
https://www.tandfonline.com/doi/abs/10.1080/17521882.2016.1186706
Woo, H. (2017). Exploratory study examining the joint impacts of mentoring and managerial
coaching on organizational commitment. Sustainability, 9(2), 181. Retrieved from
https://www.mdpi.com/2071-1050/9/2/181
DISCUSSION RESPONSE 5
