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Value of Coaching





Value of Coaching


People learn new things every day and it is what defines the level of experience a person possesses when it comes to handling various questions. In the workplace, there are probably things you are craving to do but would not dare because you lack that emotional support and morale to do just what you desire. This is where coaching comes in and helps in restoring a person’s self-confidence essential in achieving personal and professional goals. Coaching has a lot of benefits in the workplace. Almost every individual’s work aspect increases every time they are guided or coached to perform a certain duty. The process leverages a person’s ability and strengths to maximize their performance.

Benefits of coaching to an organization

Workers may be struggling to do their best, or at least what they consider is their maximum but may fail to realize just how much more they can achieve in their professional and personal careers. The benefits can vary from one individual to the other because people have different ways of feeling motivated or learning but it sure does have a massive effect on the organization’s performance.

Employee turnover has since been an issue affecting the performance of an organization. Workers feel they do not belong to the company because some managers focus on their negatives, telling them to improve on their performance while not showing them how and acting as an example. Employee turnover is more likely to increase in organizations that do not value the importance of coaching to employee retention and morale. Coaching helps workers know exactly what they are doing wrong and what they should do to improve their performance in the organization. It is the same way parents bring up their child, telling them their mistakes and why they should focus on doing better and positive things. The result is a company with an empowered workforce with self-awareness and acumen. HR coaching helps employees thrive and do more for the coming thus increasing its effectiveness.

Literature Review

People’s performance is significantly influenced by personal and system factors. Such factors include the support they perceive to be getting from the organization alongside others that are way beyond their control. According to Armstrong’s handbook of performance management, 2009 workers’ performance differences are largely attributed to the context or the areas they work. Mavhungu, 2017 p.11 agrees with Armstrong’s findings when he explained that the system in which a person works will greatly affect their performance.

As stated by Audenaert, 2019, pp. 815-834, people will perform differently in one environment compared to another context. This is closely related to how leaders handle their employees. Some leaders act like career coaches, fostering talents and instilling confidence in employees to do better. Others on the other hand are cruel and bossy, always looking for mistakes. These two reasons are the root cause of employees’ performance differences because in one context they are thrilled to work for the company and will bring more to the success of the firm while the other, they will only be doing their duties and focused less on what more they can offer.

To what extent does coaching help

Sometimes it is important to know that coaching is more of supporting your followers and requires organizational support to promote more practices and opportunities for the interaction between coaches and employees to continue if at all they are focused on the firm’s performance (Anthony, 2017). Perhaps project managers give more credit to coaching as stated by Thompson & Cox, 2017, pp. 64-77 when they explained that organizational culture is essential and coaches may have to become advocates for their employees to earn their trust.

It is true coaching can have a lot of benefits but a coach needs to be empathetic and show care to his or her followers else they will decide you are just one of the people trying to fool them around and lead them into mistakes that would soon end their career. Schiemann et al., 2019, pp. 164-184 explained that trust is key between a client and the coach. The coach has to chow they believe in you and that you can do better, this is what instills the courage to perform better and have more faith in your coach. In organizations or sports, the coach has to ensure that wellbeing, pressure, and performance are well balanced (Dohsten, Natalie, & Eva-Carin, 2020 pp. 40-70). Research suggests that the demand for coaching leadership style is increasing due to its benefits and organizations must be ready for such practices for full performance, for instance, training the coaches for better outcomes (Milner, McCarthy, & Milner, 2018).


Employees are the source of success of any company because they are the primary foundation of the organization’s processes. However, they sometimes require that little emotional support and care alongside guidance to put them on the right path. Employees will feel most engaged when their leader trusts and believes in them and that they can be the best they can ever imagine. Employees’ engagement and morale can sometimes prove difficult to achieve but when they know for sure you are a leader who would stop at nothing to ensure their success, they will surely give their whole to the company.

As a coaching leader, it is important to note that employees are like growing children and would one day want to see the best they can in the office. With this in mind, you have to be caring for them and trust them, making sure they know you care and believe in their abilities to unlock the hidden talents they can bring to the company. Organizations should also be willing to help managers foster and nature these young talents and build them into better and useful people to the economy. Employees might manifest hard work but you will not know for sure if you do not encourage them to do more by giving workable suggestions that can be used. The firms should also coach the coaches to be better at fostering talents.


Anthony, E.L., 2017. The impact of leadership coaching on leadership behaviors. Journal of Management Development.

Armstrong, M., 2009. Armstrong’s handbook of performance management: An evidence-based guide to delivering high performance. Kogan Page Publishers.

Audenaert, M., Decramer, A., George, B., Verschuere, B. and Van Waeyenberg, T., 2019. When employee performance management affects individual innovation in public organizations: The role of consistency and LMX. The International Journal of Human Resource Management, 30(5), pp.815-834.

Dohsten, J., Barker-Ruchti, N. and Lindgren, E.C., 2020. Caring as sustainable coaching in elite athletics: benefits and challenges. Sports Coaching Review, 9(1), pp.48-70.

Mavhungu, D. and Bussin, M.H., 2017. The mediation role of motivation between leadership and public sector performance. SA Journal of Human Resource Management, 15, p.11.

Milner, J., McCarthy, G., and Milner, T., 2018. Training for the coaching leader: how organizations can support managers. Journal of Management Development.

Schiemann, S.J., Mühlberger, C., Schoorman, F.D. and Jonas, E., 2019. Trust me, I am a caring coach: The benefits of establishing trustworthiness during coaching by communicating benevolence. Journal of Trust Research, 9(2), pp.164-184.

Thompson, S. and Cox, E., 2017. How coaching is used and understood by project managers in organizations. Project Management Journal, 48(5), pp.64-77.

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