Leaders are defined by their action and do not necessarily have a title. Coaches do not have to have a title (Rohlander, 1999). People notice what others are accomplishing. Conflict coaching surfaced around 1993, then named in 1996, where a need to work one on one with clients to resolve conflict (Jones & Brinkert, 2008). “Leadership has been described as the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task” (Malos, 2011, p. 215). Leadership and conflict coaching is an important part of the success of a business by have business knowledge, communication, empathy, and effectiveness.
The three essential traits necessary to be an effective conflict coach are similar to the traits needed for an effective leader. This paper will explore the value of effective leadership that conflict coaches bring to an organization.
Three important traits of leader are effectiveness, business knowledge and value adherence. Effectiveness encompasses a wide number of traits and skills according to Peter Drucker. Effectiveness is defined as “… the specific technology of the knowledge worker within an organization” (Drucker, 1967, p. 2). However, effectiveness is an inherent and learned trait. Peter Drucker has identified five skills and traits of effectiveness.
1. Know thy time is recording, managing, and consolidating time.
2. Outward contribution is commitment by the leader to the whole organization.
3. The leader focuses on human relations and the contribution of others.
4. Leaders concentrate one completing first thing first. Leaders do one thing at a time, effectively, concentrating their time and the organization on one thing at a time.
5. Leaders make effective decision by thinking through to solve problems strategically (Drucker, 1967).
Because leaders are consistently battling time constraints, knowing how to manage time makes the leaders more productive. Contribution centers around four requirements communication, teamwork, self-development, and the development of others (Drucker, 1967). Communication has always been and will always be an important skill of leaders and one of the most complained about. Contribution opens the door for communication. Because the leader is contributing and held accountable, leaders hold employees accountable for their contributions as well, which leads to communication (Drucker, 1967). Effective decisions are not based upon opinions, but “the understanding that underlies the right decision grows out of the clash and conflict of divergent opinions and out of the serious consideration of competing alternatives” (Drucker, 1967, p. 143).
The second important trait is business knowledge. Leaders must have a thorough understanding of the business, industry, and the technology associated with the company. “In-depth knowledge of the organization and industry allows effective leaders to make well-informed decisions and to understand the...