Driver Coaching Style Score

The result of my coaching style score is as following

Axis: 10

Axis: 9

Axis: 4

Axis: 7

The majority of the rectangle is in the driver and analyzer quadrants of the axis. A driver coaching style is direct and to the point (Aguinis, 2013). The driver coaching style is unemotional and fact oriented. The coaching style score also indicate the coaching style of an analyzer. An analyzer coaching style coaches an employee based on the policy or procedure. This coaching style is strictly by the book. The coaching process of assisting the employee with the enhancement of the employee’s skills and abilities to improve job performance (Huang & Hsieh, 2015). Employees require clear and consistent directives in order to perform their job duties at a

high level. Even though no coaching method is better than another, an effective coach can use multiple coaching methods depending on the workplace performance situation. An effective coach is responsible for developing an employee’s confidence and knowledge in their role at the organization (Kim, Egan, Kim & Kim, 2013). The relationship a manager and employee develop through the coaching process has a positive effect on the employee’s overall job performance. Coaching will direct the employee on the journey of reaching their work related goals. Employees will be more willing to work hard for the organization when the working relationship with the supervisor is positive.In a work environment every situation is unique. A good communication channel between the employee and the manager can elevate an employee’s overall performance level. The more the employee’s role is defined and accepted through the coaching process, the employee’s will experience a higher level of overall job satisfaction.

Aguinis, H. (2013). Performance management (3rd ed.). Boston, MA: Pearson.

Huang, J., & Hsieh, H. (2015). Supervisors as good coaches: influences of coaching on employees’ in-role behaviors and proactive career behaviors. International Journal Of Human Resource Management, 26(1), 42-58. doi:10.1080/09585192.2014.940993

Kim, S. S., Egan, T. t., Kim, W. k., & Kim, J. j. (2013). The Impact of Managerial Coaching Behavior on Employee Work-Related Reactions. Journal Of Business & Psychology, 28(3), 315-330.