BMAL 755 Reserch Project Final Paper

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Liberty University *

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Medicine

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Apr 3, 2024

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1 RESEARCH PROJECT Research Project Final Paper: Week 7 Julieanne George School of Doctor of Strategic Leadership, Liberty University BMAL 755: Coaching Theory and Practice Dr. Kelli Heinz December 10, 2023 Author Note Julieanne George I have no known conflict of interest to disclose. Correspondence concerning this article should be addressed to Julieanne George. Email: jhessler@liberty.edu

2 RESEARCH PROJECT Research Project Final Paper: Week 7 Coaching is both an art and a science that takes many forms to help clients set goals and develop plans to achieve them (Boysen-Rotelli, 2021; Grant & O'Connor, 2018; Grant & Gerrard, 2020). While coaching is not a form of therapy, it can be incredibly beneficial as it encourages clients to focus on the present and future rather than dwelling on past problems (Grant & O'Connor, 2018). As healthcare organizations strive to improve team engagement, retention, and outcomes, coaching has become a valuable tool for enhancing leadership skills and motivating teams (Bozer & Delegach, 2019). Boysen-Rotelli (2021) notes that a new coaching approach was developed in the 1980s by a group of business professionals. This approach aimed to make coaching sessions more efficient and productive by focusing on developing solutions to achieve objectives rather than dwelling on past difficulties. The solution-focused approach theory posits that individuals have the necessary knowledge and abilities to build solutions, enhancing their motivation to achieve their goals (Grant & Gerrard, 2020; Visser, 2013). Compared to a more scientific positive psychology approach, solution-focused coaching is more of an art form (Abdulla & Woods, 2021). Healthcare leaders face the challenge of integrating knowledge into skill and adapting to the complexities of the healthcare industry. Organizations must continuously learn and evolve to meet new challenges in today's ever-changing healthcare landscape. To achieve this, coaching plays a vital role in supporting individuals on their journey to becoming influential leaders. Coaching facilitates learning and development, leading to improved performance outcomes, achievement of key performance indicators, practical action, and increased employee engagement. Professional coaching can be utilized to address a range of work challenges,

3 RESEARCH PROJECT including job performance, relationship-building, career advancement, as well as leadership challenges. Effective leadership coaching relies on three fundamental pillars: awareness, commitment, and practice. When these pillars are established and working in harmony, they can lead to significant change that is positive and innovative, which leads to sustained growth (Boysen-Rotelli, 2018). However, if even one of these pillars still needs to be included, the results will gradually be erased. At the same time, a coach can provide valuable techniques and assist with defining goals and disciplines; without a commitment from the individual being coached, no real progress will be made. Leadership coaching has evolved from being seen as a remedial measure to a valuable investment in effective and engaged leadership at all levels of business. At the core of success, an industry is a culture, which serves as its identity. According to Boysen-Rotelli (2018), companies that have cultivated a strong coaching culture experience revenue growth far beyond that of their competitors and increased team member engagement. Healthcare organizations are investing time and supplementing resources into growing workplace coaching, hoping to integrate it into their culture, enhance organizational productivity, and improve team member engagement. Coaching Culture: Importance of Integration A coaching culture is an invaluable asset for organizations as it helps individuals at all levels to boost their productivity, improve employee engagement, and equip them with the necessary resources to achieve excellence in achieving outcomes. Culture coaching also emphasizes the importance of leadership growth, which focuses on both personal and professional, recognizes creativity, and empowers individuals to be confident and efficient in their respective roles (Boysen-Rotelli, 2018) . Healthcare organizations must continue to focus on

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4 RESEARCH PROJECT evolving to meet the community's needs that support instrumental markers or outcomes of the organization, as the end goal of productivity must be kept in focus (Rao, 2014). Healthcare evolves quickly, and leaders must remain focused on ensuring outcomes stay focused on the community and empowered to make decisions (Rao, 2014). Leaders must focus on efficiencies while concluding that possible with innovative coaches guiding the conversation to define goals to focus on their leadership development. By implementing a culture full of coaching, an organization can improve the performance of its team members to fully unlock the team's ultimate potential while supporting personal growth and fostering engagement. This approach leads to more resilient healthcare operations, as more coaches can help other leaders develop. Coaching provides leadership with a sense of self- respect, leading to increased job and career satisfaction (Rao, 2014). A coaching culture not only achieves these objectives but also goes beyond individual satisfaction to establish maximum performance for each leader, which leads to the organization's success (Rao, 2014). Integrating executive coaching into an organization's operations leads to more engaged and respected leaders, increasing organizational productivity and improved outcomes. Various types of coaching, such as executive leadership, team performance, and individual developmental coaching, all contribute to the coaching culture differently. Still, all promote solid connections and better working environments that drive organizational goals and performance. Coaching Culture: Creating and Sustaining Establishing a coaching culture within an organization starts with leaders recognizing the value of coaching and engaging in conversations with a coach. This personal experience demonstrates how coaching empowers leaders, leading to a progressive enhancement of their leadership skills (Hawkins, 2019). Additionally, leaders must communicate successes and

5 RESEARCH PROJECT failures to their team members, including front-line and supervisors, who should be taught the value of self-coaching within the organizational team for its benefit. It is essential to note that successful executive coaching programs require appropriately trained coaches who understand the demands of their roles (Hawkins, 2019). To develop and maintain executive coaching relationships, ethical guidelines need to be defined and established, as noted and defined by the ICF code of ethics (ICF, 2021). A coaching agreement between the coach and the leader should be drafted, outlining roles, ethics, processes, and relationships (ICF, 2021). According to Rao (2014), fostering a culture that embraces leadership coaching in a business requires leaders to take an inquiry-based approach. Leaders who encourage their team members to think for themselves instead of simply giving orders can empower them to develop and improve their skills. This approach promotes a collaborative and respectful relationship between leaders and team members rather than paternalistic. To achieve this, leaders must build a culture of trust, leading to a supportive framework that fosters open communication. Ultimately, organizational structures and rewards should be aligned with the values of a healthy organizational culture. To establish a coaching culture, leaders must first change themselves before they can change their subordinates. Transformational Leadership: Key Components Transformational leadership is a practical approach that inspires innovation, leading to positive change among those who adopt this leadership style. Leaders who embody this style are passionate, innovative, and full of energy (Gordon-Jones, 2020). These leaders actively participate and create a change, resilient culture and process that guides their team members to help them succeed. Transformational leadership comprises several key components, including knowledge innovation and stimulation, individualized leadership consideration, inspirational and

6 RESEARCH PROJECT growing self-confidence, and idealistic support. The first component, knowledge stimulation, involves leaders who challenge the status quo and support their team members' innovation and creativity (Gordon-Jones, 2020). Transformational and innovative leaders encourage their team members to explore operational characteristics and new ways to acquire knowledge. In individualized understanding, transformational leaders offer help and encouragement to their employees, fostering supportive relationships by establishing and sustaining communication lines so that employees can freely share their ideas (Jackson, 2019) . Leaders can offer immediate recognition of the unique contributions of each employee. Focusing on the concept that specifies inspirational morale directs transformational leaders to develop a well- defined goal that can be communicated clearly to team members (Gordon-Jones, 2020). Transformational leaders also have the innate ability to mentor and coach other leaders and team members to achieve defined outcomes (Gordon-Jones, 2020). Transformational managers earn the respect and trust of their subordinates by mentoring them with flawless support. This leads to emulation of their ideals and establishes a culture of excellence within the organization. The distinction between leadership and coaching lies only in how they are expressed. Leadership doesn't require a position of authority; true leadership is demonstrated through action rather than words. Coaching, on the other hand, involves purposeful conversations aimed at helping individuals develop their skills and achieve their goals (Gordon-Jones, 2020). Leadership is inspirational, which allows for the leader to motivate team members to work towards a common goal; coaching provides guidance and support on how to reach that goal efficiently and effectively. In essence, coaching for leadership can be seen as transformational ( Jackson, 2019; Rao, 2014)

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7 RESEARCH PROJECT Coaching a Leader: Success Achieved A Nurse Unit Supervisor was looking to go into the clinical director role. With minimal interaction with staff accountability, this supervisor needed to develop a journey or pathway into developing into the clinical director role, which started with having crucial conversations with frontline team members. The supervisor met with her coach every week to review conversations and scenarios. Talking through each scenario, the supervisor gained confidence and had these crucial conversations in which she could act and lead a conversation by herself. The supervisor continued to ask questions in each coaching session that helped shape her journey through defined goals, which she created in conjunction with the coach. The coach was able to then able to hold her accountable for achieving those goals or be able to help her navigate around and recreate the goal she desired. Utilizing the ICF standards (2021), this coach-built trust, which allowed for active listening that led to goals the supervisor could define. While it did take some time, ultimately two years, this supervisor accomplished her goal of obtaining a clinical director role. Coaching a Leader: Unsuccessful An interim senior director reached out to this coach to learn about building relationships and improving communication. This individual who is extremely intelligent well educated and understands the importance of building relationships as a leader and can also cite several guidelines and readings that support how important this practice is. However this leader is unable to build connections as this leader may define her goals but is not listening to feedback and not open to changing practice. This coach shifted on several occasions how each session was completed as well as shifting the conversation and the message provided to provide constructive and open conversation, which led to no

8 RESEARCH PROJECT improvements. As noted not all coach client relationships are successful, in this case the client who was the interim senior director needed to be open to feedback and willing to change to accomplish the goals an outcome desired. Based on the response from the interim senior director, it became apparent at the beginning of the sessions that this relationship could have been more sustainable and would ultimately result as unsuccessful. Faith Integration Integrating faith into executive leadership and executive coaching can be an innovative approach to investing in oneself. A coach who incorporates Christianity and Christian principles into their daily practice can lead an inward change, which increases their trust in God more than those they coach or the organization they are coaching. According to Jackson (2019), coaches can inspire self-confidence and build trust, which are necessary to build high-performance teams and improve organizational cultures. By integrating faith into coaching practice, coaches can transform faith into trust as they build their leadership practice. Faith can be used as a motivating tool and guiding principle to achieve the executive goals of the client. When executive coaches have faith in God, it positively affects how they view their self-confidence and self-worth. As a coach, they consider their ability and gift to coach as agents of renovation, helping others become what they want to be, were created to be, and what they desire to be which is successful. Christian leadership and executive coaches view themselves as organizational professionals and servants of our Lord and God, acting in obedience to Him. Romans 11:36 says, "For everything comes from Him and exists by His power and is intended for His glory. All glory to Him forever! Amen" (King James Bible, 2017). An executive and leadership coach should focus on their Christian Principles, maintain a mindset that is positive, and understand that their coaching practice is a calling from God to empower and help others, thus intensifying

9 RESEARCH PROJECT beliefs in our Lord. A leadership coach has a sense of a higher calling and fulfillment that is a direct relationship and faith in God. The Holy Bible is a resource for a coach, as it shows Jesus as the ultimate coach. Coaches should strive to model their approach to coaching after Jesus with His disciples and followers. The Bible in Luke 2:46-47 encourages coaches to be like Jesus and ask questions. As a coach, one should always ask questions to better understand their client's needs and changes. However, the questions should be sensitive to the feelings of those being coached, to build them up instead of bringing them down. Conclusion The practice of coaching has proven to be a powerful tool for developing exceptional leaders who are also able to guide others toward professional growth. By fostering a culture of coaching within a healthcare organization, there is a marked improvement in employee engagement, productivity, job satisfaction, and overall morale. A transformational leader prioritizes meaningful change that has a lasting impact, and places importance on supporting their team members so they can achieve their full potential. As a coach, it's important to prioritize the development of leaders who can, in turn, inspire and guide others.

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10 RESEARCH PROJECT References Abdulla, A., & Woods, R. (2021). The Effect of Solution-Focused Scaling and Solution-Focused Questions on Expectancy and Commitment. School Psychology Review, 1-1 Boysen-Rotelli, S. (2021). Introduction to Professional and Executive Coaching, 2nd. Bozer, G., & Delegach, M. (2019). Bringing context to workplace coaching: A theoretical framework based on uncertainty avoidance and regulatory focus. Human Resource Development Review, 18(3), 376-402. Gordon-Jones, S. (2020). The Art of Transformational Leadership. Leading Congregational Change, 155-160. doi:10.2307/j.ctv11cvz3s.16 Grant, A. M., & O'Connor, S. A. (2018). Broadening and Building Solution-Focused Coaching: Feeling Good is not Enough. Coaching: An International Journal of Theory, Research & Practice, 11(2), 165-185. Grant, A. M., & Gerrard, B. (2020). Comparing problem-focused, solution-focused, and combined problem-focused/solution-focused coaching approach: Solution-focused coaching questions mitigate the negative impact of dysfunctional attitudes. Coaching: An International Journal of Theory, Research & Practice, 13(1), 61-7 International Coaching Federation. (2021). ICF Code of Ethics. International Coaching Federation Jackson, K. (2019). Coaching and mentoring in the Asia Pacific; Coaching and mentoring: Practical techniques for developing learning and performance; Management training and development in China: Educating managers in a globalized economy. Asia Pacific Business Review, 25 (3), 438-442. doi:10.1080/13602381.2019.1589171 King James Bible. (2017). King James

11 RESEARCH PROJECT BibleOnline. https://www.kingjamesbibleonline.org/ (Original work published 1769) Rao, M. (2014). Coaching as a Leadership Style: The Art and Science of Coaching Conversations for Health-Care Professionals. Human Resource Management International Digest, 22 (3), 176-182. doi:10.1108/hrmid-05-2014-0069

BMAL 755 Reserch Project Final Paper

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