Nicola Caramia, BSc (Hons) MBA
Most of the research studies on leadership fail to contribute to a satisfactory explanation of the irrational and unconscious behaviour of leaders and groups in organisations. In this paper it is argued that current theories of leadership appear insufficient to predict the effectiveness of a leadership style in the context of organisational coaching. Leadership models have dealt with a narrow focus on the unconscious-irrational behaviour of leaders. A psychoanalytic coaching model is suggested to coach individuals in their leadership role.
Coaching can be defined as a form of personal development and is becoming increasingly popular in organisations that foster a leadership caching culture. Many different types of coaching exist in literature ranging from a special focus on the client such as executive coaching (Hillary, 2003), to neurosemantic coaching (Hall & Duval, 2004). Kampa and White (in Lowman, 2002) defines coaching as a form of consultation, an ongoing relationship between an individual (the client) and a consultant who possesses knowledge of behavioural and psychological change. The underlying process involves the facilitation of change that includes self-awareness, self-esteem and increased quality in communication with peers and employees.