Coaching is a Leadership Paradigm Shift

  • Coaching is a leadership paradigm shift from being a prescriptive mentor to being a partner in enabling “coachees” to discover their best path.
  • “ A good coach will enable the “coachee” to see what they can be, rather than what they are.”
  • Coaching blends the best concepts from business, psychology, philosophy, sports and spirituality. Although it combines skills from other disciplines, it is a distinct process of supporting others to create an ideal life.
  • Shift in leadership from a specific functional approach to a holistic approach.
  • Shift from “Me” and “You” to the sum of “Us”.
  • Shift from an individual master contributor to a collaborative team player.
  • Beyond EQ & IQ.
  • Facilitates an Inner Journey of Discovering Your Highest Sel,. Maslow calls “Self Actualization”.


Key principles in coaching-based leadership Researchers investigating the coaching process claim that there are some important principles that characterize the coaching process (Auerbach, 2005; Moen, 2010; Moen & Kvalsund, 2008).
Thus; there are at least five principles at the heart of coaching-based leadership:

  • The leadership coach must facilitate employees’ learning so they are increasingly able to do their best at work. In a coaching-based leadership model, there is a commitment to grow the people in the organisation, and this is facilitated by the coaching leader (Clutterbuck & Megginson, 2005). This is consistent with the overarching goal of coaching: to actualize the coachee’s potential capacities, abilities, and talents (Moen & Kvalsund, 2008). Interestingly, the leader may also have the opportunity to make decisions that affect the employees’ working conditions (performance environment) through his or her role as a leader.
  • The coaching leader must be goal-oriented towards employees’ growth and development. Achieving growth and development is the central element in coaching, and coaching is preferred because of such aims (Underhill et al., 2007). Business executives expect that the use of coaching will positively impact the organisation in some way. However, the primary goal of coaching is to facilitate employees’ goal achievement.
  • The coaching leader must build effective working relationships with the employees. In order to create effective relationships with employees they must be met with trust, respect, and dignity. The true nature of the coaching relationship is based on mutuality, in which both parties are equal in the relationship and promote each other’s independence while working and learning together (Zeus & Skiffington, 2002; Gjerde, 2003; Kvalsund, 2005; Moen, 2010). Building such relationships is therefore central in coaching-based leadership.
  • The coaching leader must be a good communicator. The coaching process is the mechanism that influences the outcome of the helping relationship between a coach and a coachee. To acquire and reveal necessary and important information, communication is fundamental; the conversation is therefore at the heart of the coaching process (Hargrove, 2003) Communication skills are therefore central in coaching-based leadership (Moen, 2010).
  • The coaching leader must build effective relationships with external customers (Moen & Allgood, 2009). Especially organizations that are working with HR solutions in business, such as the company in this investigation, building relationships with customers are an important and essential factor to be successful. In order to build effective costumer relationships, it is essential for the coaching leader to meet costumers with trust and respect. Likewise, this idea is vital within the coaching-based leadership model, where a trusting and respectful relationship is a central component

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Asia Pacific, Moog Controls

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