Page 26 - 4- Leading_from_Within

Coaching, also called “selling,” also involves directing people, but in a
more supportive way. The leader now attempts to hear the suggestions,
ideas, and opinions of his/her followers, which translates to a two-way
communication. However, the control over decision-making remains with

the leader. It should be pointed out that this is not the type of coaching
that will be discussed in Chapter 10 of this book that deals with the leader
as enabler and coach.

Supporting involves relationship behavior, which includes:

• Listening to people
• Providing support and encouraging the efforts of the followers, who
have the ability and knowledge to do the work

• Facilitating their involvement through problem-solving and decision-
making
• Passing day-to-day decisions on tasks to the followers who are
involved with them.

Delegating requires minimal direction and support. The leader enables by
discussing problems with the followers and coming to agreement on the
nature of the problem. The decision-making for addressing the problem is
handled by the subordinates, who “run their own show.”

Good leaders, according to Hersey and Blanchard, must adapt their
leadership styles to the “maturity” and willingness of their subordinates.
This creates a new level of complexity for leaders: how thoroughly the
willingness, motivation, and abilities of the followers are considered can
decide how successfully they will be led. In this and in similar theories, the
leader isn’t everything; the followers must be included in the equation.

Subordinates in an organization may be at various levels of their own
development. Initially, they may need to simply be told what they need to
do. Employees must be capable of the needed response to delegated tasks
and must take ownership of what is being delegated before receiving
authority to proceed. At the initial stage of their development, they are

likely to lack the specific skills required for the job at hand. Decision-
making by employees who lack knowledge, skills, and dedication places
the organization at significant risk. To paraphrase Deming, if you want to

David Kolzow 26