Executive coaching

1
PLEASE READ THE BELOW THREAD. AND Engage In A Substantive Discussion On The Below Discussion/Thread Submit Reply To 300–450 Words . Make Sure That You Are Adding New And Relevant Information With Each Reply 
 
Executive coaching has positively impacted leadership development over the past few decades with its appeal and popularity in the global business area soaring significantly. Organizations that embrace coaching do not only see improvement in their leaders, they also tend to experience increased profitability, increased customer satisfaction, and high-quality leader retention. Despite the successes coaching has come to be known for, there are still skeptics of the practice’s relevance and importance. As such, further research that delves deeper into coaching concepts is necessary to boost knowledge. This paper explores coaching and its linkage to biblical teachings.
Discussion
Current literature acknowledges that coaching is still in the infancy stage of development in the global business arena. The fast-paced business environment requires that business leaders find new ways to develop and adapt to changes to be successful. The speed and complexity of the global markets also necessitates that prompt adjustments be made to keep businesses on track and stay competitive. (Moore, 2016).  In both challenging and opportune times, coaches have been generally valuable to business executives. Executive coaching has aided in discovering the very best potential in leaders who often find themselves at the crossroads of making critical decisions and navigating unfamiliar markets and trends. 
Businesses are constantly evolving which makes it important for coaches to expand their repertoire of tools to accommodate real time technologically infused practices in dealing with clients. It is also important that coaching methodologies are advanced to address systems, teams, and individuals in businesses (Bond, 2013). Just as leaders are expected to constantly seek development through learning to cultivate a sense of vision to better prepare for uncertain times and trends, so must coaches push for their own developmental capacities (Bond, 2013). Coach development enables a good coach to tackle uncertainties and complexities which in turn position them to better serve in the developmental needs of the clients they serve.   
It is very common to see today’s coaches engage one another to share ideas, best practices, problems, and other professional related matters. Coach communities, as they are popular known, include the likes of Coaches en Español (Latin America), Christian Coaches Network, Austin Coach Network, Black Coaches Alliance, Alexcel Group, just to mention a few (Underhill, McAnally, & Koriath, 2007). The idea of getting into communities is partly for learning and development and partly to escape the situation where the individual professional coach finds himself or herself as a lone-operator or solo practitioner (Underhill et al, 2007). Usually, prior to becoming a coach, the person may have worked with others in an industry for a prolonged period of time. Since coaching is typically one-on-one and deviates from working with other people, coaches tend to yearn for that community setting.     
Critical Questions

Who should be developed and when should coaching begin?
What should be the role of the coach in relation to talent management and development?
Should coaching be tailored to individual client needs or generally applied to everyone?
What should be the role of human resources (HR) and leadership development (LD) in the coaching process?
How critical is coach development to the coach, client and organization?
What is the value of coaching communities, and their impact on success?
What are the expectations of technology on coaching?
Does God’s plan for mankind include coaching?

Biblical Relevance
A review of the Bible reveals coaching as an integral part of God’s plans for human beings with respect to learning and development. In both the Old and New Testaments, major aspects of leadership coaching can be seen, as with the stories of Moses, Samuel, Joshua, Jeremiah, Paul, Barnabas, and Jesus Christ.
New Testament
Paul: 1 Thessalonians 2:10-12 (New International Version)
You are witnesses, and so is God, of how holy, righteous and blameless we were among you who believed. For you know that we dealt with each of you as a father deals with his own children,encouraging, comforting, and urging you to live lives worthy of God, who calls you into his kingdom and glory. The three key words used carry power and  grace and are typical of the coaching practice. Paul, the biblical coach, seeks to motivate the believer on to fulfill their heavenly calling.
Jesus Christ: He was more of a coach to his disciples than a teacher. Jesus coached and facilitated in prepare the disciples to lead others in spreading the word about salvation and the kingdom of God. Jesus mostly asked open ended questions and allowed the disciples to think through and learn in the process. For instance, in the Book of Matthew, Jesus asked his disciples “How are you to avoid being sentenced to hell?” (Matt 23:33). Also, in the Book of Mark: Jesus asked them “Salt is good, but if it loses its saltiness, how can you make it salty again? Have salt among yourselves and be at peace with each other.” (Mark 9:50 NIV).
Old Testament
Joshua: He was fearful of the Israelites being conquered by the Amorites. “The Lord said to Joshua, “Stand up! What are you doing down on your face?  (Joshua 7:10). 
Samuel: When he kept mourning over Saul.  “The LORD said to Samuel, “How long will you mourn for Saul, since I have rejected him as king over Israel?  1 Samuel 16:1
References
Berg, M. E., & Karlsen, J. T. (2012). An evaluation of management training and coaching. Journal of Workplace Learning, 24(3), 177-199. doi:http://dx.doi.org.ezproxy.liberty.edu/10.1108/13665621211209267
Bergquist, W., & Mura, A. (2011). Coachbook: A guide to organizational coaching strategies and practices. Seattle, WA: CreateSpace Independent Publishing Platform. ISBN: 9781456562953.
Bond, C., & Seneque, M. (2013). Conceptualizing coaching as an approach to management and organizational development. The Journal of Management Development, 32(1), 57-72. doi:http://dx.doi.org.ezproxy.liberty.edu/10.1108/02621711311287026
Bozer, G., Sarros, J.,C., & Santora, J.,C. (2014). Academic background and credibility in executive coaching effectiveness. Personnel Review, 43(6), 881-897. Retrieved from http://ezproxy.liberty.edu/login?url=https://search-proquest-com.ezproxy.liberty.edu/docview/1655513398?accountid=12085
Enescu, C., & Popescu, D. M. (2013). Reflective coaching versus directive coaching in the management of the organization. Revista De Management Comparat International, 14(1), 86-94. Retrieved from http://ezproxy.liberty.edu/login?url=https://search-proquest-com.ezproxy.liberty.edu/docview/1355900107?accountid=12085
Keller, T., & Alsdorf, K. L. (2012). Every good endeavor: Connecting your work to God’s work. New York, NY: Dutton. ISBN: 9780525952701.
Leyda, R. J., & Lawson, K. (2000). Exploring a ‘coaching’ model for promoting spiritual formation. Christian Education Journal, 4(2), 63-83.
Moore, A. (2016). Coaching for the 21st century. The Journal for Quality and Participation, 39(1), 18-22. Retrieved from http://ezproxy.liberty.edu/login?url=https://search-proquest-com.ezproxy.liberty.edu/docview/1787795361?accountid=12085
Rekalde, I., Landeta, J., & Albizu, E. (2015). Determining factors in the effectiveness of executive coaching as a management development tool. Management Decision, 53(8), 1677-1697. Retrieved from http://ezproxy.liberty.edu/login?url=https://search-proquest-com.ezproxy.liberty.edu/docview/1718406443?accountid=12085
Underhill, B. O., McAnally, K., & Koriath, J. J. (2007). Executive coaching for results: The definitive guide to developing organizational leaders. San Francisco, CA: Berrett-Koehler Publishers. ISBN: 9781576754481.
VanDenburgh, D. (2007). Coaching for leaders. The Journal of Applied Christian Leadership, 2(1), 54-61.

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