Time constraints, organisational culture, a perceived lack of skills and a lack of confidence to deal with difficult people are the main barriers to achieving a coaching style of management within organisations, a UK report has found.
“Coaching as a management style is just as appropriate for organisations facing the challenges of hostile economic conditions as it is for those enjoying business growth and development,” said John McGurk, learning, training and development adviser for the Chartered Institute of Personnel and Development (CIPD), which conducted the report.
“A coaching style of management must be seen by top managers as a business issue rather than a learning and development department initiative. This means senior managers must communicate their commitment to coaching in a consistent way.”
The report challenged the idea that line managers can fulfill all the functions of a specialist coach, and instead called for a coaching style of management as more realistic and desirable for organisations facing the challenges of the recession and beyond.
“Both learning and development and coaching and mentoring have roles in design and support, but, if line managers are to engage, then coaching needs to have the imprint of a business strategy,” McGurk said.