Peter Foxhoven pointed out a directing leadership style is a leader taking command of a problem and applying specialised knowledge and experience to it. A good example of a directing-type leader is a smart marketing manager. A directing manager establishes precise goals and objectives for a work area and its employees, and then provides them the freedom to achieve those goals. A coach, on the other hand, offers expert assistance and counsel.
A project manager oversees the process and operations of a project. A coach, on the other hand, inspires and steers a team to success. A manager oversees a team and ensures that tasks are completed on time and within budget. Both are task-oriented people who excel when a crisis strikes and a precise result is required immediately. Finally, the distinction between coaching and management is a question of personal taste.
While management is sometimes seen as a more communicative approach, it still includes communication. Team members must report inconsistencies and difficulties to the management when working with a manager. A coach, on the other hand, supports two-way dialogue with employees. It takes time, but the extra work is well worth it. And, because coaching takes time, it's a beneficial method to apply when developing a new leader.
Peter Foxhoven suggested that, a leader's approach must be adaptive. When leading a project, the manager should oversee those who require assistance and allocate tasks to capable workers. Coaching entails offering assistance to the team while also delegating authority and duty to the team. Direct, indirect, or situational leadership styles are the three types of leadership. It strikes the perfect balance between these two techniques. When the leadership style is uncertain, the distinction between directing and coaching is most visible.
You must have coaching qualifications to be considered a coach. Coaching is the process of assisting someone who is in a new circumstance to develop in a certain area. Coaching necessitates training in the field, as well as the coach providing space, trust, and confidence. Ultimately, a coach seeks an outcome rather than a specific product. A coach, for example, may be in charge of coaching a new team member or offering feedback.
If a manager is a competent coach, he will be able to provide direct feedback and assist employees in issue solving. Coaching helps employees improve their problem-solving abilities, preparing them to take on larger assignments or advance in their professions. Another advantage of a coaching method is that it increases employee retention. In a complex work environment, this type of leadership style is effective for a manager but does not develop organizational capacity.
In a research published in Leadership magazine in 2000 by Daniel Goleman, CEOs regarded coaching as their least favoured type of leadership. Many leaders stated that they did not have time for coaching because they were more concerned with achieving consensus than with learning and improving. In reality, executive coaches frequently have predefined goals and strategies and use their coaching efforts to getting agreement rather than leading or growing. You will be able to coach successfully if you comprehend this distinction.
Managing an employee necessitates learning about each team member's skills and shortcomings. Two-way communication is required for coaching. A coach must be equally open to team members' opinions and inquiries. Coaching, as opposed to directing, focuses on strengthening each team member's skills. The purpose of a coaching relationship is to help the team build its abilities and confidence, not to justify the leader's actions.
Peter Foxhoven believes that, if you're thinking about coaching as a leadership style, you need first grasp the distinction between coaching and directing. A manager that utilises directing is often more results-oriented and directs workflow operations. A coachable leader collaborates with his team members and allows junior colleagues to come up with answers. In the latter case, coaches don't exercise their power to maintain workflow momentum. In a coaching style, the team develops problem-solving skills and a solution-oriented mindset.