Harness a Leadership Superpower: How to Be a Coach-Like Communicator

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Author(s): Hannah G. Kleber (Uniformed Services University of the Health Sciences, USA), Angela Yarnell (Uniformed Services University of the Health Sciences, USA), Laferrel Evans (Uniformed Services University of the Health Sciences, USA)and Erin S. Barry (Uniformed Services University of the Health Sciences, USA)
Copyright: 2024
Pages: 21
Source title: Critical Perspectives on the Intersections of Coaching and Leadership
Source Author(s)/Editor(s): Andrew J. Wefald (Staley School of Leadership, Kansas State University, USA)
DOI: 10.4018/979-8-3693-1086-1.ch008

Keywords: Administration & Leadership / Business & Management / Business Science Reference / Human Aspects of Business

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Abstract

This chapter discusses the importance of coach-like communication in daily interactions with others. It focuses on the differences between pure coaching experiences and how to utilize five skills—(1) inquiry, (2) acting experimentally, (3) evoking awareness, (4) optimizing performance, and (5) working across differences—in regular interactions with team members. Application of coach-like skills will look different depending on each situation, but taking the time to become a coach-like communicator contributes to greater self-awareness for team members, increases trust, and promotes team cohesion.

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Harness a Leadership Superpower: How to Be a Coach-Like Communicator

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