This assignment is to reply to another classmate’s discussion board post here are the instructions:
Engage in a substantive discussion that meets grading rubric specifications. Submit replies of 300–450 words each to at least 2 other students. Make sure that you are adding new and relevant information with each reply, including scholarly sources.
The instructor also stated in regards to this assignment theses supplemental instructions:
you should now review discussions posted by other students. Next, synthesize their discussion and information. Then, provide ADDITIONAL quality information to expand the knowledge of information. This means you will need to use citations for the feedback as well as the initial post. As a doctoral student, please ensure your replies are robust and rigorous to expand the depth and breadth of discussion.
Remember that Journals are important for all assignments, so please support your information with them.
Here is the classmates discussion post that you are replying to:
Discussion Board Two is a rough draft for the Thematic Integration of Faith and Learning Paper. There are three main foundational organizational and executive coaching concepts offered that are related to the course specific to biblical illustrations from the Old and New Testament. The concepts build-up five to eight critical questions that will be offered in the final paper. The course concepts offered in Discussion Board Two are coaching the inner resistance, coaching by managing relationships, and the competency of coaching. The critical framework for organizational and executive coaching is to foster optimal outcomes. Research is moving in the direction of utilizing both coaching and mentoring to discover practical applications that organizations can synchronously utilize. The course textbooks have compared coaching and mentoring, but have not explored the benefits of adopting both concepts. Scripture reference integration is throughout Discussion Board Two utilizing Exodus 14:15-18, First Corinthians 9:19-27, Jeremiah 17:7-8, Joshua 1:1-18, Mark 4:26-29, Matthew 11:28-30, and Second Timothy 2:15 (King James Version).
Keywords: concepts, critical, executive coaching, foundational pillars, triangulated
Organizational and Executive Coaching
The critical framework for organizational and executive coaching is to be solution intensive for optimal outcomes by leveraging collaborative relationships that build among collective thoughts, behaviors, emotions, and the environment (Grant, 2016). A dual Spanish study in 2014 of 100 executives with a certified coach and 236 human resource managers chosen randomly from 3,990 firms demonstrated that executive coaching was more effective than other techniques (Rekalde, Landeta, Albizu, & Fernandez-Ferrin, 2017). The study was comprised of eight indicators measuring organizational behavior sustainment changes using a seven-point Likert scale displaying a strong correlation between the executive and human resource agreement of 5.14 out of 7.00 favoring executive coaching (Rekalde et al., 2017).
Thematic Integration of Faith and Learning Paper Overview
There are three main organizational and executive coaching concepts related to the course that are triangulated linking to biblical illustrations from the Old and New Testament. The course concepts are coaching the inner resistance, coaching by managing relationships, and the competency of coaching.
Coaching the Inner Resistance
Jesus Christ endured the balance of the cross dealing with toil while embracing peacefulness to gain the souls of humanity (Keller & Alsdorf, 2012). The New Testament concerns Jesus Christ, specifically Matthew 11:28-30 (King James Version), because having defeated all manner of evil in toil, God provides the right eternal balance of peace (Keller & Alsdorf, 2012). The coaching opportunity from Jesus Christ is to know that inner resistance turns into eternal joy. In the Old Testament, Pharaoh released Israel from servitude but then pursued to follow them to the Red Sea. God coached Mosses in Exodus 14:15-18 (King James Version) to go through the parted sea to safety. The coaching opportunity from Mosses is to know that high risk in internal resistance is necessary.
Executive coaching is a viable solution to increasing internal resistance diversity awareness in leaders to build a strong following (Motsoaledi & Cilliers, 2012). Positive takeaways from coaching are discovery, heart-to-heart discussion, self-reflection, training, building bridges, life expertise, supportive treatment, and examination (Ulanovsky, 2015). Executives need to utilize coaching three ways, for personal inner resistance, among colleagues, and within organizations for cross-cultural diversity to strengthen workplace performance and relationships (Motsoaledi & Cilliers, 2012). Coaching involves seeing the layers of leadership, including conversation, relations, individual, organizational, business, politics, and spatio-temporal matters (Ulanovsky, 2015).
Coaching by Managing Relationships
The Apostle Paul in the New Testament managed relationships as his primary Scriptural calling in First Corinthians 9:19-27 (King James Version) being free from any one group. God coached the servant Mark who served with the Apostle Paul in Mark 4:26-29 (King James Version), sowing seeds Mark could not contain nor fully know. Coaching has to be linked to the how and the who to reap the optimal benefit, how being leadership development, and who being talent management (Underhill, McNally, & Koriath, 2007). The lesson from the Apostle Paul and Mark is to know the responsibility inherent with being coached and coaching. In the Old Testament, Jeremiah 17:7-8 (King James Version), the word of the Lord provides coaching to Jeremiah, a man, called to be a prophet showing that man is continually developing.
Coaching is an organizational strategy for developing manager-subordinate relationships (Woo, 2017). Companies have adopted coaching and mentoring, involving a supervisory coach and a non-supervisory mentor (Woo, 2017). The significance of being holistic is because coaching increases individual and unit effectiveness (Bozer & Joo, 2015). Matches between the coach and the coachee are essential to leverage feedback and increase self-awareness (Bozer & Joo, 2015). Joint efforts, like coaching and mentoring, are becoming commonplace to discover practical applications that organizations can synchronously adopt, building strong relationships to improve performance (Woo, 2017).
Competency of Coaching
In the New Testament, Second Timothy 2:15 (King James Version) is about studying Scripture and discerning truth. The Apostle Paul coached competently. For organizations to grow strong, both being coached and coaching require competency. In the Old Testament, Joshua 1:1-18 (King James Version) shows how Mosses was succeeded by Joshua, so Joshua could carry out the crossing of the Jordan. To gain competence, Joshua had to press forward. Competency requires the ability to relay knowledge and to also relate the knowledge across cultures (Hunt & Weintraub, 2017). Competence is built through opportunity, reflection, feedback, and follow-through (Hunt & Weintraub, 2017).
Competency is dynamic based on situation variables requiring knowledge and experience (Vandaveer, Lowman, Pearlman, & Brannick, 2016). Competency is displayed in successful repeated ability demonstrated to reap beneficial outcomes (Lawley & Linder-Pelz, 2016). The ingredients of a leader’s success are the competence leverage factors that strongly indicate future performance or that increase organizational environment and subordinates as evidence (Lawley & Linder-Pelz, 2016). The three critical coaching competency outcomes are a coach’s quality of insight and effectiveness at 59 percent, the strength of coaching relationship at 48 percent, and coachee readiness through self-awareness and feedback at 41 percent (Vandaveer et al., 2016).
The essential foundation for organizational and executive coaching is to be solution intensive (Grant, 2016). The reasoning behind a solution-driven offering is to enable optimal outcomes to be derived at through collaborative relationships that include thoughts, behaviors, emotions, and the environment (Grant, 2016). Involving a wider lens yet narrower answer provides for an opportunity to develop and grow organizational and executive coaching. Fostering this joint collaboration does not allow for internal organizational justification to overshadow the consensus of social justice. At the same time, joint collaboration enables a rehabilitative opportunity from a more balanced investigative mindset. To realize joint balance, companies have adopted coaching and mentoring involving a supervisory coach and a non-supervisory mentor (Woo, 2017). Having a holistic approach enables more balance, and that is what joint collaboration is all about. To better understand competency, organizations need to leverage where a leader has demonstrated their most consistent successes (Lawley & Linder-Pelz, 2016). Joint social justice is a viable holistic approach to solve organizational quagmires.
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