Coaching Skills

Motivation & Coaching Skills
Learning Objectives
• Explain the leader’s role in employee engagement.
• Identify and describe leadership skills linked to expectancy theory.
• Describe goal theory.
• Describe how leaders can motivate others through recognition.
• Describe how leaders can motivate using social equity theory.
• Understand the characteristics of coaching and how to practice
coaching skills and techniques.
• Executive coaching
Leadership & Employee Engagement
Effective leaders are outstanding motivators and coaches.

A broad purpose of leaders applying motivation and coaching
techniques is to get employees involved in their work and excited
about working for the organization.
Employee Engagement refers to the commitment workers make to
their employer.
Leaders use motivation and coaching techniques to help keep
employees engaged.
Expectancy Theory & Motivational Skills
Basic Premise:
• The amount of effort individuals expend depends on how much reward
they expect to get in return.
• Individuals want to maximize gain and minimize loss.
• Individuals choose among alternatives by selecting one they think they
have the best chance of attaining.
• Individuals choose the alternative that appears to have the biggest
personal payoff.
• Given a choice, individuals will select the assignment they think they can
handle the best and will benefit them the most.
The Expectancy Theory of Motivation
The Expectancy Theory of Motivation
Three Basic Components – all must be present for motivation to take
place.
Valence: Attractiveness of worth of an outcome
Instrumentality: Probability that performance will lead to certain
outcomes
Expectancy: Probability that effort will lead to correct performance of
the task
Expectancy Theory Leadership Considerations
• Determine what levels and kinds of performance are needed to achieve

organizational goals.
• Make the performance level attainable by the individuals being motivated.
• Train and encourage people.
• Make explicit the link between rewards and performance.
• Make sure the rewards are large enough.Analyze what factors work in
opposition to the effectiveness of the reward.
• Explain the meaning and implications of second-level outcomes.
• Understand individual differences in valences.
• Recognize that when workers are in a positive mood, high valences,
instrumentalities, and expectancies are more likely to lead to good
performance.
Goal Theory Basic Premise: Behavior is
regulated by values and goals.
• A goal is what a person is trying to accomplish.
• Our values create within us a desire to behave in a way that is
consistent with them.
• Individuals who are provided with specific hard goals perform better
than those who are given easy, nonspecific, “do you best” goals or no
goals.
Goal Theory
Goal Theory Leadership Considerations
• Specific goals lead to higher performance than do generalized goals.
• Performance generally improves in direct proportion to goal difficulty.
• For goals to improve performance, the group member must accept them.
• Goals are more effective when they are used to evaluate performance.
• Goals should be linked to feedback and rewards.
• Group goal setting is as important as individual goal setting.
• Learning goal orientation improves performance more than a performance
goal orientation does.
Using Recognition & Pride to Motivate Others
• Recognition is a strong motivator because it is a normal human need.

• Recognition can be oral, written, or material.
• Recognition, including praise, is low cost and often motivates employees to
elevate their performance.
Appealing to Pride
• Pride in a job well done is an intrinsic motivator that contributes to job
performance.
• Receiving a gift or bonus is an extrinsic motivator.
• Managers may find their focus should be on pride, not money, as their primary
motivating tactic.
Equity Theory & Social Comparison
• Basic Premise: Employee satisfaction and motivation depend on how
fairly employees believe they are treated in comparison to peers.
• Employees hold certain beliefs about the outcomes they receive from
their jobs, as well as the inputs they invest to obtain these outcomes.
• Employees compare their inputs and outputs with others in the
workplace – these are social comparisons
• When employees believe they are being treated equitably, they are
more willing to work hard.
• When employees believe they give too much as compared to what
they receive from the organization, demotivation occurs.
Equity Theory & Social Comparison Leadership
Considerations
• Individuals consider their own inputs in relation to outcomes received –
and they also evaluate what others receive for the same inputs.
• Equity exists when an individual concludes his/her own outcome/input
ratio is equal to that of other people.
• Inequity exists when an individual’s ratio is not the same as that of other
people.
• The highest level of performance occurs when a person has ratios equal to
those of their chosen comparison person.
• When an individual perceives inequity, they are likely to engage in an
action leading to a negative outcome for their employer.
• It is important for leaders to recognize the consequences of inequity and
take steps towards an equitable workplace.
Coaching as an Approach to Motivation
• Effective leaders are good coaches – and good coaches are effective
motivators.
• Coaching is a way of enabling others to act and build on their strengths.
• To coach is to care enough about people to invest time in building personal
relationships with them.
• The purpose of coaching is to help the employee learn from the job and
develop as an employee.
• Coaching is giving employees the resources they need to make their own
Fallacies About Coaching
• Coaching applies only in one-to-one work.
• Coaching is mostly about providing new knowledge and skills.
• If coaches go beyond giving instruction in knowledge and skills, they
are in danger of getting into psychotherapy.
• Coaches need to be expert in something in order to coach.
• Coaching has to be done face-to-face.
Coaching Skills & Techniques
• Communicate clear expectations to group members.
• Build relationships.
• Give feedback on areas that require specific improvement.
• Listen actively.
• Help remove obstacles.
• Give emotional support and empathy.
• Reflect content or meaning.
• Give some gentle advice and guidance.
• Allow a modeling of desired performance and behavior
• Gain a commitment to change
• Applaud good results
Executive coaching and leadership
effectiveness
• Executive coaching is a form of coaching where managers consult with
professional coaches to work towards becoming an effective leader.
• Executive coaches are hired to:
• Develop high potential leaders or facilitate the leadership transition
• Act as a sounding board to leaders
• Address derailing, or falling, leadership behavior
• Executive coaching has downfalls:
• Coach is not truly qualified
• Coach does not understand a situation and give a bad, poor, incorrect
advice
• Leader becoming dependent on the coach
• Thankyou

Coaching Skills

Uploaded by

Copyright:

Available Formats

Coaching Skills

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Coaching Skills

Uploaded by

Copyright:

Available Formats

Motivation & Coaching Skills

Effective leaders are outstanding motivators and coaches.

• Determine what levels and kinds of performance are needed to achieve

• Recognition is a strong motivator because it is a normal human need.

You might also like