Coaching, Cultures, & Generations: Leadership Empowerment by Exploring Leadership Coaching, Organizational Cultures, and Generational Differences
Coaching, Cultures, & Generations: Leadership Empowerment by Exploring Leadership Coaching, Organizational Cultures, and Generational Differences
Benjamin Jones | 2021
Abstract
Organizations throughout the world are often looking for a competitive advantage toward whatever mission or objective for which they strive. The exhaust of this book offers a reconsideration of how to accomplish as much. While no single answer can work for every group of organizational leaders, an insight of what is essential to your particular organization and the people within it is vital for any organization to ascend to a pinnacle version of oneself. The effort and purpose of this book are to offer retrospection and introspection for companies and their people. We do so by exploring three areas that require consideration for groups to move from their metaphorical rut of ‘here’ toward the inspirational ‘there’ they hope to achieve. Those three areas are leadership coaching and one’s ability to be coached, the differences between current organizational cultures versus desired future civilizations, and generational experiences that influence the present and prospective employees’ lives and actions.
Chapter one offers an introduction of the paper’s entirety, including a more in-depth layout of this book’s systematic methodology. Every three chapters to follow are grouped into sections that focus on coaching, culture, and generation groupings. Chapters two and three differentiate what coaching is and what it is not for readers to understand, which must be utilized in a particular situation. Lastly, in the coaching section, chapter four explores specific examples of coachability of a small sample of United States Air Force active-duty personnel using the Coachability and Training Attitude Assessment (CTAA).
The next three chapters form the culture section. Chapters five and six reconnoiter the upsides and downsides of organizational cultures. Lastly, in the culture section, chapter seven uses the same military members for specific examples of application, but this time within the Organizational Culture Assessment Instrument (OCAI) context. Chapters eight through ten make up the generations section. Chapter eight defines generations both as to time and experience domains, while chapter nine offers insight into the knowledge passage from older generations funneled to future generations. Lastly, in the generation section, chapter ten explores the sample subject information, including birth years and power influence capabilities within the military.
Chapter eleven, the heart of this book, offers discernment of the connections between coachability, culture, and generational data from those subjects. While specific to the USAF in the specificity scope, the recommendations offered transcend a single organization and apply to multiple groups and units throughout the world. Lastly, chapter twelve culminates this book with recognized pitfalls in our efforts alongside ways forward in future research efforts. This text’s end goal is to offer organizational members a means by which they can explore their organizations and maximize their most valuable resource – their people.