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Leadership Coaching Insights: Enhancing Personal Growth and Team Dynamics

This paper, presented by Michael Daly, explores essential leadership methodologies relevant to personal growth and effective team dynamics. It covers elements such as leadership style, the feedback process, group development, communication strategies, conflict resolution, and change management. Key principles emphasize the importance of engagement, discipline, and genuine leadership. Through structured approaches and practical applications, this work aims to foster unit cohesion and promote a culture of responsibility and trust within organizations.

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Leadership Coaching Insights: Enhancing Personal Growth and Team Dynamics

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  1. PERSONAL GROWTH Presented by Michael Daly A Paper Presented in Partial Fulfillment Of the Requirements of LEAD 520 Leadership Coaching March 28, 2013

  2. OVERVIEW • My leadership style • Chain of Command • Feedback Process • Developing Group Dynamic through Responsibility • Internal and external Communication Processes • Conflict resolution process • Change management process

  3. My Leadership Style • Be Involved • Discipline • Bogus Empowerment

  4. Be Involved • Leaders must know about their people and themselves • Attend BBQ’s parties, employees’ graduations or other recognition ceremonies • Make ourselves seen and heard, talk with the employee and their families • It is vital that leadership is sincere in their efforts

  5. Discipline • Translate personal beliefs into action • Must have a goal set that is viable for the company • Goal set should be in tune with the future and past • There can be no discipline without a core value set Air Force Core Values provide my core beliefs: “Integrity First, Service Before Self, Excellence in all we do.”

  6. Bogus Empowerment • Leaders delegate authority but not responsibility • Difference between a manager and a leader: • Managers care about numbers and organizational structure • Leadership cares about people and their wellbeing

  7. Chain of CommandLooks kind of like this:

  8. Feedback • Quarterly • Employees would receive a initial, refresher, course correction and a final report • Final report enters permanent file • Previous editions only for reference • Shorter timeline means feed back is more current-readily accepted • Annually (current process) • Get an initial, midterm, final • Only once chance to modify behavior • Final enters permanent file • Previous editions only for reference • Annual means feedback can be easily forgotten or ignored • In turn more paperwork for negative or positive documentation

  9. Group Dynamic • To develop unit cohesion, trust is earned through growing responsibility • Mistakes are ‘ok’ so long as learning occurred • Leaders must praise in public and chastise in private • Do not allow emotions to cloud the issue at hand

  10. COMMUNICATION • Has always been a buzzword, but rarely understood • Always be available for • Issues must be resolved quickly/efficiently • Real communication is one on one • Computers and cell phones off or silenced • Total focus on the employee and the issue(s) • Appointments should be scheduled instead of an open door policy

  11. CONFLICT • Solving conflict is reactionary vs. proactive • Employees have to trust the boss for conflict resolution to occur • Once conflict is seen it must be dealt with effectively and efficiently • Emotions must be removed from conflict or there can be no resolution

  12. Dealing with Change • Don’t tell people how to do it, tell them what to do and then let them run with it • Make the change know to all involved • Through email, information boards, meetings • Change is a necessity for success • Change can only happen with training and preparation

  13. References Ciulla, J. (2004).Ethics, the Heart of Leadership, Westport, CT:Praeger Publishers.(Original work published 2004). Teal, Thomas. (1996) The Human Side of Management.In President and Fellowsof Harvard College,Harvard Business Review on Leadership,Boston, MA:Harvard Business Press. Badaracco, Joseph L, Jr. (1998) The Discipline of Building Character.In President and Fellowsof Harvard College,Harvard Business Review on Leadership,Boston, MA:Harvard Business Press. Department of Defense. (2012, July 14). AFI 21-101. Retrieved July 24,2012, from epubs.af.mil. Dattner, Ben. (2008, June 13). The use and isuse of personality tests for coaching and development. Credit and Blame at Work, 150, 30-33. Retrieved November 8, 2011 from Psychology Today.

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