Reflective Coaching Versus Directive Coaching in the Management of the Organization

Abstract

This article tackles the coaching process in managerial context from the viewpoint of the role the human resources heterogeneity plays within an organization. It puts focus on the analysis of various types of reflection over a classical managerial process, as well as on the propagation of the reflective style across the organization structure. The article approaches the role of creation looking at the management completed by coaching, from the stage of drafting the strategy to be applied in the organization to the manner of analyzing and communicating the achieved results on the hierarchy ladder, in relation with how all types of participants in the managerial process understand their competencies. The final part of the article tackles the need to identify a common ground for thought and action by members of the organization, taking into account various levels of training, personal and professional aspirations.

Keywords

• coaching
• executive coaching
• reflective coaching
• coaching directiv
• management