It makes sense that coaching as a style of leadership is far more effective than instructing/commanding. Therefore, why wouldn’t a knowledge leader want to coach? It fits with a knowledge sharing culture. An open collaborative culture where a learning organization approach emerges. In this context the knowledge leader becomes the wise ‘Sage’ who uses his know-how and wisdom.
The Knowledge Leader as the ‘Sage’!
Coaching is a gentle and personal way to encourage, motivate and pass-on vital information and knowledge. Coaching enables the leader to observe the body language and nuances of the coach (observing tacit knowledge) through online (face-to-face) and off-line communication. Added to this, this type of coaching style can add a variety of tools at their disposal to the mix such as EQ, positivity psychology, and NLP, thereby motivating and encouraging staff as they pass on the knowledge. Great leadership attractors!
Coaching is known to be an effective leadership style that can be used both regularly and when appropriate. This is in contract to command and control or pacing styles of leadership which should be used sparingly. If not, then these styles cause burn out and alienation. As such they are leadership detractors!
Having worked in a culture where coaching and mentoring staff was the norm way back in my past, I felt at the time, that I was shown the ropes and supported in my role until I was indeed competent enough to shoulder the responsibility of liaising and managing companies. In this context the culture was amiable, collegiate and social and showed kindness. Contrast this with a few years later (going back about ten years now!) where no coaching style was experienced. There was a distinct lack of awareness of leadership styles or more to the point an immersive pacing style seemed to have developed. The result was a dis-empowered culture where the light hearted atmosphere and good will had evaporated! It was of course the so-called knowledge brigade or rather knowledge what?
In knowledge sharing the creation of a suitably amenable culture is at the centre of a knowledge organization. However, let’s face it knowledge organizations’ are led from the top. As such, the leader plays a crucial role and leads by example. Appreciation of the wisdom arising from a coaching style, with its ability to be support the role of Sage, is at the heart of the contemporary knowledge organization. The Sage as an advanced being appreciates the need to use the coaching style to both develop staff, share knowledge, encourage collaboration and get the most out of a knowledge sharing culture that they themselves encourage.
Lets get Coaching!
Janette Young at Knowledge Futures, Personal, Career and Executive Coach, Learning Facilitator, Knowledge Consultant. Focusing on Innovative Leadership, Personal Development and Education. Author of Personal Knowledge Capital: The inner and outer path of knowledge creation in a web world, Elsevier publishing. Paperback and Kindle e-book.