Ledelsesbasert coaching: En utløsende faktor eller en begrenset kontrollmekanisme?

Abstract

This thesis aims at examine how managers deal with the transfer situation and how implementation of coaching can affect leaders in different ways. The great interest in coaching is partly that it is one of the skills that aims to help leaders to create a better understanding of their own situation. Then it becomes necessary to develop flexible leadership skills and one of these are coaching which is a conversation tool that aims to help employees to a greater understanding of their own situation. Coaching literature writes little about the challenges that exist when leaders implement coaching into the organization for the first time. This paper reveal the complex enviroment that needs to be in place when leaders try to transfer coaching from a training situation to business contexts. The thesis starts with the transfer sitution and more precisely the failure to convert training into implementation of coaching practises. Furthermore i want to explore the mechanisms that managers make sense of when they use coaching and how it affects different elements. Leadership based coaching ensures that there is some challenges that you just find when the leader also is a coach. One of the main challenges is the asymmetric condition, which always will affect conversation in different ways. I also selected therapy as an example of conversations to clarify that it can be difficult to distinguish the different types of conversations from each other. It becomes important for managers to possess the more soft leadership skills to their employees. The transfer situation will show these challenges that every manager faces when they begin to coach their employees. If they overcome the challenge then they have the opportunity to affecting a variety of factors such as its own network and identity construction. When it comes to matters that have to do with coaching, one can point out that it is not just about developing employees to be the best versions of themselves. It is as much about that any leader can develop their skills in a more coaching way. Among the advantages for the leaders to become a coach is that they have a chance to come out of their own managerial loneliness. This can enhance the personal leadership identity of the individual in that these capabilities are highlighted. Finally I would say that this thesis is based on different leaders subjective opinions and the results that come forward are only individual interpretations of this concrete situation.