Evaluating the impact of embodying the coaching mindset on leaders’ paradigm of power

ABSTRACT

The benefits of coach training for organisations and leaders are well-documented. Embodying the coaching mindset, defined as the development and maintenance of an open, curious, flexible, and client-centred attitude, is considered a core competency in coaching practice. Today, several organisations expect their leaders to act as coaches and are investing in developing their coaching skills. However, the importance and impact of embodying a coaching mindset on leaders’ paradigm of power and their leadership style has not received sufficient attention. To address this gap, this study employs a thematic approach to explore interview responses from 14 leaders from diverse professions from cities in India, South Africa, and the United States. This study shows that by embodying the coaching mindset, leaders experience a shift in their paradigm of power and leadership style (from a top–down approach, based on the power-over paradigm, towards greater power sharing, based on the power-with paradigm), perceived organisational role (from problem solving to facilitating), and their perception of their team members (from fragile and dependent to resourceful and whole). Furthermore, this study’s findings suggest that offering coach training to leaders could help them develop various competencies and expand their toolkit to create a more collaborative work environment.

KEYWORDS:

• Coach training
• paradigm of power
• leadership
• shared power
• collaboration

Acknowledgement

This paper would not have been possible without the contribution of a few important people. Firstly, Vijayalakshmi Chari, for her contribution to the early part of the research. She played an important role in building the research, creating the interview guide and interviewing many participants. I am grateful to all the participants for generously creating time and trusting us with their journey and insights.

Disclosure statement

No potential conflict of interest was reported by the author(s).

Data availability statement

The participants of this study did not give written consent for their data to be shared publicly, so due to the sensitive nature of the research supporting data is not available.

Additional information

Notes on contributors

Shruti Sonthalia

Shruti Sonthalia is a Master Certified Coach accredited by the International Coaching Federation and an Organizational Development consultant. Her interest lies in supporting business leaders to discover new paradigms to meet some of the most complex challenges they face today and making coaching accessible at insertion points of social change. With extensive experience in executive coaching across diverse sectors, including multinational corporations, technology firms, and family businesses, she has presented at major coaching platforms, including the ICF Global Converge. As a Coach Educator, Mentor Coach, and Assessor for nearly a decade, she currently serves as a faculty member at the Academy of Executive Coaching in the United Kingdom, where she equips business leaders, consultants, and HR professionals with effective coaching skills. She has also served as a Board Member of an International Women's organization with ECOSOC status at the UN and has been honored with the ICF Young Leaders Award.