Previously published as: Training Strategies for Tomorrow
Online from: 2003
Subject Area: Learning and Development
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|Title:||Coaching shouldn't be non-directive – or even directive: really responding to needs|
|Author(s):||Ian Cunningham, (University of Sussex, Brighton, UK.)|
|Citation:||Ian Cunningham, (2008) "Coaching shouldn't be non-directive – or even directive: really responding to needs", Development and Learning in Organizations, Vol. 22 Iss: 4, pp.5 - 7|
|Keywords:||Coaching, Leadership development, Sports, Workplace training|
|DOI:||10.1108/14777280810886355 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
Purpose – The purpose of this paper is to provide an antidote to the supposed divide between directive and non-directive coaching.
Design/methodology/approach – The article is based on work done in a variety of organizations as well as published sources. The paper quotes published work as well as personal experience.
Findings – There is an alternative to the directive/non-directive debate. Coaches need to be clear about the person they are working with and the problems they face before offering or pointing to solutions to these problems.
Practical implications – The article has real practical implications for leaders/managers, coaches and learning and development professionals. The model discussed within it provides a secure basis on which coaches can offer a real service to clients.
Originality/value – The article will be of value to managers and learning specialists/coaches as it raises important issues about the need to take a realistic view about coaching practice.
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