The Manager as Coach (The Manager As. . .)

Line managers are increasingly expected to coach staff and can have a powerful influence on their teams and the organisation as a whole when they adopt a.
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The Manager as Coach

She is certified consultant for the SHL assessment tools, and for Hogan assessment tools. Dragana has an educational background in Psychology.

Prior to joining Atria Group team, Dragana also worked as a psychoterapist and psychological counselor and has completed education in O. She is also certified for use of biofeedback and neurofidbek methodology by Biofeedback Association of Serbia. Over the course of last 14 years he has been engaged in development of human resources, primarly in corporate environment, and later on in consultancy projects.

Predrag is a senior partner at Atria Group.

The Manager-Coach: 7 Critical Benefits of Coaching Employees | Management Training Coaching

His role in the company is international business development. In addition, he is a mentor, trainer and coach with extensive international experience.

His areas of expertise are: He has had the opportunity to lead several large projects in the area of leadership development and change in corporate culture, as well as number of different training and coaching programs. So far he has more than 1. Before he became a professional trainer and coach, Predrag had spent ten years in various sales positions.

Predrag graduated electrical engineering at the Department of Physical Electronics at Faculty of Electrical Engineering.

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The structure, resistance and flexibility are the most important characteristics of his work. Some of his titles are: Kao mentor i trener pomagala je mladim avokatima da razviju svoje sposobnosti i poslovanje. Igor je konsultant za razvoj pojedinaca i organizacija.

Dragana je po obrazovanju psiholog. Oblasti njegove ekspertize su: The training is designed to encourage the development of new leaders through: Through the development of these skills managers adopt a high level: A number of key ingredients distinguish the coaching function 7; 9; 10; 11; And most of all, coaching, in order to be effective, requires mutual respect and trust.

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As is true for other management functions, managers need to be trained and coached to become competent in coaching their team members 7; 9; They can learn the skill of helping people to discover solutions rather than always first offering advice. Coaching both managers and employees represents an investment, but research points to huge returns 3; 4; 6; 7; 9; 10; Regularly dialoging on performance expectations and organizational goals and helping employees define objectives and priorities are critical success factors Good working conditions and close relationships between managers and employees are associated with higher worker morale and lower rates of absenteeism, burn-out and bore-out A flourishing corporate culture, based on reciprocity between managers and employees — giving, sharing, openness — has an enormous impact on motivation and job satisfaction The manager-coach contributes to talent development and retention, as well as to creating a favorable image and reputation of the organization.

Companies rated highly by their employees figure in the lists of the best places to work which in turn attracts talents and qualified workers.


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Becoming proactive and anticipating change will become more and more indispensible to survive in our highly competitive economy. Actively participating in the search for improvements and innovations is now incumbent on all employees and has become a must for all organizations A coaching culture focuses on unlocking the potential of workers at all levels, striving to stretch their roles and giving them new responsibilities. This approach corresponds much more than the traditional authoritarian management style to the expectations and preferences of millennials who will soon represent the majority of workers.

Coaching of employees should not be limited to technical skills, but rather embrace a more comprehensive perspective, including personal and social skills, greater awareness and management of emotions, as well as improving interpersonal competencies 6. A fantastic opportunity for growth, development, self-insight, and career progression — and an endorsement that the company is willing to invest in you.

Manager as Coach

A personal, caring relationship with team members and helping them grow, constitutes a more rewarding role 9 and will help managers get away from the toxic and stressful boss image. They will become more of a guide to look up to, a resource, rather than someone to be feared. As team members expand their competencies, managers will be able to delegate new projects to them, freeing time for themselves to assume more strategic tasks and develop their leadership skills. Working closely with employees and getting regular feedback from them, enables managers to stay abreast of what is going on in their teams and organization and make adjustments and improvements before serious problems erupt.

While directed management is important, it plays a smaller role than one might think. It is the coaching and development role of management that is the most valuable 3. We spend over a third of our lives at work. It is critical, therefore, to seek all possible paths to make our workspace as productive and fulfilling as possible. Managers at every level have a major responsibility to contribute to this goal and make it a reality.