With the intensification of market competition and the diversification of customer needs, enterprises are facing changing external environment and internal challenges, and need to continuously improve the ability and quality of employees to adapt to the new situation. Traditional leadership methods, such as command, authority, democracy, etc., can no longer meet the needs of enterprise development, because they rely too much on the leader's personal ability and will, ignoring the initiative and creativity of employees. Therefore, as a new type of leadership, coaching leadership has been paid more and more attention and application by enterprises.

Coaching leadership first appeared in the sports world, associated with business is20Century90The thing of the age. Coaching leadership is a model and method used to develop and help employees achieve their work goals independently, so that employees can work with the greatest enthusiasm and creativity in the organization, and combine personal goals with organizational goals. Coach leaders can fully mobilize the staff's willingness to work, improve their working ability, and efficiently complete the work objectives, so that enterprises can face new challenges with stronger adaptability.

Coaching leadership has the following characteristics:

Moving from what to how. The focus of coaching leadership is from what to do.(what)Move to how to do(how). Coaching leadership does not simply tell employees what to do, but helps employees find their own solutions and answers through questions, listening, feedback, and guidance.

Moving from control to authorization. Coached leadership requires managers to change their regular management of control and command and give room for growth to employees. Coaching leaders do not regard themselves as experts or authorities, but as partners or supporters, respect employees' ideas and choices, and encourage employees to take responsibilities and risks.

Moving from outcome to process. Coaching leadership not only pays attention to the work results of employees, but also pays more attention to the working process and learning process of employees. Through timely feedback and evaluation, coaching leaders help employees find their own strengths and weaknesses, put forward suggestions and plans for improvement, and promote the continuous development and progress of employees.

The focus of coaching leadership is how to improve the self-learning ability of employees, that is, to enable employees to acquire knowledge and skills actively, purposefully, systematically and methodically to meet the needs of work and life. Self-learning ability is an essential ability of employees in today's society, it can improve employees' self-confidence, self-efficacy, innovation consciousness and adaptability, so as to enhance the competitiveness and value of employees.

How does coaching leadership improve the self-learning ability of employees? There are mainly the following aspects:

Help employees identify learning goals. Coaching leaders communicate with employees to understand their interests, needs, expectations and confusion, and help employees formulate specific, clear, feasible and challenging learning goals, so that employees have a clear learning direction and motivation.

Help employees develop learning plans. According to the learning objectives of employees, coaching leaders assist employees to choose appropriate learning resources, methods, time and steps, formulate specific learning plans, and regularly follow up and adjust, so that employees have a clear learning path and way.

Help employees implement learning actions. Coaching leaders provide necessary support and help, such as providing information, suggestions, resources, venues, etc., in the process of implementing learning plans for employees. At the same time, they also give employees a certain degree of freedom and space, allowing employees to try, explore, and practice. And solve problems, so that employees have a clear learning effect and experience.

Help employees with learning evaluation. Coaching leaders conduct learning evaluation with employees after completing learning tasks, such as reflection, summary, sharing, display, etc., to help employees test their learning results, find their own advantages and disadvantages, and put forward improvement measures and new goals, so that employees have clear learning feedback and improvement.

In order to better illustrate how coaching leadership can improve employees' self-directed learning, the following is an analysis of a specific case from Champ Consulting. Shangpu Consulting Company is a company specializing in corporate training consulting services, with a high-quality, high-efficiency, high-innovation consulting team. One of the consultants, Xiao Wang, encountered a problem in the process of participating in a client project: how to design an effective team building plan for the client? Xiao Wang did not have much experience and knowledge in team building and was very confused.

Xiao Wang's boss, Xiao Li, is a coaching leader. He helped Xiao Wang improve his autonomous learning ability and successfully completed the project tasks through the following steps:

Help Xiao Wang determine learning goals. Through communication with Xiao Wang, Xiao Li understood Xiao Wang's interest, needs, expectations and confusion in team building, and helped Xiao Wang formulate a specific, clear, feasible and challenging learning goal: within one month, master the basic theories and methods of team building, and design an effective team building plan for customers.

Help Xiao Wang make a study plan. According to Xiao Wang's learning goals, Xiao Li assisted Xiao Wang in selecting appropriate learning resources, methods, time and steps, formulated a specific learning plan, and regularly followed up and adjusted. The learning plan includes the following parts: reading relevant books and articles to understand the basic concepts, principles, models and processes of team building; Participate in relevant training and seminars to learn practical skills and cases of team building; Observe and analyze your consulting team, find out the advantages and disadvantages of the team, and put forward suggestions for improvement; According to the needs and conditions of customers, design a set of suitable team building plan, discuss and revise with superiors and colleagues.

Help Xiao Wang implement learning actions. Xiao Li provided necessary support and help in the process of Xiao Wang's implementation of the learning plan, such as recommend some high-quality learning resources, arranging some valuable training and seminars, and providing some useful information and suggestions. At the same time, Xiao Li also gave Xiao Wang a certain degree of freedom and space, allowing Xiao Wang to try, explore, practice and solve problems without excessive interference or guidance.

Help Xiao Wang to evaluate his learning. After Xiao Wang completed the learning task, Xiao Li and Xiao Wang conducted learning evaluation together, such as reflection, summary, sharing, display, etc. Xiao Li helped Xiao Wang test his learning achievements, found his own advantages and disadvantages, and put forward improvement measures and new goals. Xiao Li fully affirmed and praised Xiao Wang's learning achievements and encouraged him to continue to maintain his enthusiasm and motivation for learning.

Through the help of coaching leaders, Xiao Wang not only successfully designed a set of effective team building programs for customers, gained customer satisfaction and trust, but also improved his knowledge and skills in team building. enhance their self-confidence, self-efficacy, innovation consciousness and adaptability. This case illustrates how coaching leadership can improve employees' autonomous learning ability by helping employees determine learning goals, develop learning plans, implement learning actions, and conduct learning evaluations.