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Effective Executive Journal

Why the Leader May Need Remedial Coaching

Article Details

Pub. Date	: June' 2023
Product Name	: Effective Executive
Product Type	: Coaching and Mentoring
Product Code	: EECM030623
Author Name	: Michael Walton
Availability	: YES
Subject/Domain	: Management
Download Format	: PDF Format
No. of Pages	: 15

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Abstract

The paper highlights some of the reasons which may have prompted a need for remedial coaching for an executive. It is organized into two parts: part one focuses on precipitating organizational factors, and the second part considers more deeply embedded existential factors, which may have led to the need for an executive to receive coaching or perhaps counseling. The terms 'client' and 'coachee' are used interchangeably to refer to the person being coached. The terms 'executive' and 'leader' are also used interchangeably to refer to a person appointed to a position of power and influence across all types of organizations, whether private, public, academic, political, or governmental.

Introduction:

The focus of this paper is on the coaching of executives, in particular those who are failing, rather than on executives who are being coached and prepared for more senior appointments. Thus the paper (i) highlights the reasons why an executive may have begun to fail and perhaps display counterproductive patterns of behavior; and (ii) introduces some of the underlying existential concerns, doubts, and worries which can beset anyone and which could be at the heart of workplace dysfunctions (DuBrin, 2012).

The terms 'client' and 'coachee' are used interchangeably to refer to the person being coached. The terms 'executive' and 'leader' are also used interchangeably to refer to a person appointed to a position of power and influence across all types of organizations, whether private, public, academic, political, or governmental.

Coaching executives for remedial purposes presents challenges because of their seniority, broad experience, political awareness and their ability to mobilize support in their defense should they come under unwanted pressure or challenge. Such factors add to the inherent complexity of the coaching relationship. Resistance to remedial coaching can be expected whether that coaching is provided by a more senior executive colleague, a specialist member of the HR team, an external executive coach, or a senior corporate mentor within the organization at large.