Leader As Coach


Coaching is the most effective way to develop others. In fact, no other leadership behaviour increases employee engagement and productivity more than a leader’s coaching effectiveness.1,2

Even if each member of a team has experienced the same formal training, individual performance differs due to natural ability, understanding of what they need to do, and how motivated they are to do it.

As a leader or manager, you cannot motivate anyone – motivation comes from within the individual, prompting action – but you CAN create an environment that encourages and promotes the employees’ self-motivation.

The coaching process expands on formal training, taking an interest in the individual. It recognises strengths and weaknesses, clarifies obstacles, identifies what’s required for career advancement, encourages responsibility – through effective delegation – and supports growth by helping them to discover their own solutions to challenges.

Key Outcomes

  • Creates an understanding of the principles of coaching and mentoring and their role in personal development
  • Identifies the competencies required be an effective coach and an inspiring mentor, and when to use each intervention
  • Reviews personal leadership style against the 4 pillars of the Insights Discovery Leadership Effectiveness model
  • Delivers insight into the drivers of individual motivation in relation to cognitive style
  • Reviews learning styles and their application within personal development
  • Introduces the GROW coaching model and the Insights Discovery ICES intervention model
  • Builds coaching skills  – the coaching conversation – to drive performance
  • Enhances coaching confidence and the reputation for people development
  • Improves positive recognition and feedback
  • Develops understanding of the process and techniques for effective delegation

SETA Accredited Course

LEADER AS COACH is available as a standard workshop or a SETA Accredited course, aligned to Unit Standard 15224: Empower team members through recognising strengths, encouraging participation in decision making and delegating tasks.


  1. Valcour, M. (2014). You can’t be a great manager if you’re not a good coach. Harvard Business Review. (
  2. Zender Folkman (2016). Coaching – #1 leadership behavior. (
  3. Folkman, J. (2015). 5 business payoffs for being an effective coach. (
Steve AndrewsLeader As Coach