Evaluating the impact of embodying the coaching mindset on leaders’ paradigm of power

Abstract

ABSTRACT The benefits of coach training for organisations and leaders are well-documented. Embodying the coaching mindset, defined as the development and maintenance of an open, curious, flexible, and client-centred attitude, is considered a core competency in coaching practice. Today, several organisations expect their leaders to act as coaches and are investing in developing their coaching skills. However, the importance and impact of embodying a coaching mindset on leaders’ paradigm of power and their leadership style has not received sufficient attention. To address this gap, this study employs a thematic approach to explore interview responses from 14 leaders from diverse professions from cities in India, South Africa, and the United States. This study shows that by embodying the coaching mindset, leaders experience a shift in their paradigm of power and leadership style (from a top–down approach, based on the power-over paradigm, towards greater power sharing, based on the power-with paradigm), perceived organisational role (from problem solving to facilitating), and their perception of their team members (from fragile and dependent to resourceful and whole). Furthermore, this study’s findings suggest that offering coach training to leaders could help them develop various competencies and expand their toolkit to create a more collaborative work environment.