Management Coaching Styles: The Definitive Guide (2023)

Explore Management Coaching Styles with the help of two top experts in HR, L&D, Web Psychology, and Human Behaviour

Before I get into management coaching styles, here’s a question. Have you noticed the tide of change?

The world is evolving, and we humans must learn to adapt faster. Don’t you think we are sometimes too slow or afraid of change?

For far too long companies have had rigid systems that while beneficial at the time are now out of date and things are now changing… that’s where Management Coaching Styles come in.

In this complete guide, you’re going to discover all about Management Coaching Styles. You’ll learn the different coaching styles, the best coaching styles, the advantages and disadvantages of management coaching styles, and the different coaching styles in the workplace. You’ll also see coaching style of leadership examples, and action steps you can implement… And of course, you will be intrigued by the interviews we had with the prominently featured experts.

Calling out all:

• HR managers
• L&D managers
• Category managers
• And Account managers.

If you’re based in the UK, you might know the names of the experts and you are in for a treat (drum rolls please!)

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Now the question is: how can you embody the best of Management Coaching Styles and empower your team? Well, that’s where this complete guide comes into play.

You will discover:

I – What are Management Coaching Styles
II – The Different Management Coaching Styles
III – Management Coaching Styles in the Workplace
IV – Coaching Leadership Style
V – Interviews with the Experts
VI – Management Coaching Styles Inspiration

PART I – What are Management Coaching Styles?

Everybody and their ancestors seem to be a coach today. I’m kidding you not, haven’t you heard about the lamp coach? Or maybe the tulip coach? Okay, I might be exaggerating a tiny bit (but not so much).

In a way, this is one of the reasons why coaching has had such a negative connotation with companies that tend to have strict rules and procedures.

Another reason is that we came a long way from a rigid management style (and managers – no offence) in the production era (and prior times) to a more lenient, open, and coachable leadership style of management.

We’ve all heard about the battle of the titans – are you a manager or are you a leader?

A leader embraces coaching – a more personal approach and guidance to lead employees and teams toward success. A manager who is probably more risk averse and afraid of change would prefer to stick to what they know and what works.

Most of us have a little bit of the manager and the leader within us. Culture moulds us, shapes us, and transforms us. That’s how we learn to become leaders.

Yes, leadership is a learnable trait, and using your leadership and managing different coaching styles is what makes you the leader of tomorrow – or rather today.

In a nutshell, here are four ways you can embrace it:

• Be personal – just like marketers target their ideal audience, don’t treat employees as just another number and target them individually (don’t offer them a massive training, offer them training that caters to their individual needs)
• Be specific – ask for the exact tasks you want and don’t expect employees to be mind readers.
• Be honest when giving feedback
• Be a solution provider (not a problem finder) – come up with a plan to help employees and ideally involve them in the process. For example, London Metropolitan University Senior Lecturer Giovanni Bordone shares his insight on the issue of trainings not being effective today and how best to approach it. (⬇️Jump to Giovanni’s section)

The History of Management Coaching

Coaching was born in 1830 at Oxford University, England. Since then, coaching has travelled around the world (even reaching Sydney Australia in 2000 where the first coaching psychology program hailed from).

Many precursors fascinated by coaching started to get involved in its development, and one of the front runners was the personal development industry. You could see different types of coaches such as relationship coaches, financial coaches, and HR coaches.

Since the early 2000s, the word coaching started to become mainstream. And like any trendy ‘object’ we rush towards it and want to be part of that cultural revolution. Like any product or service, coaching passed through the life cycle curve.

The good news? Companies are now embracing the power of coaching and empowering managers to use coaching. And it couldn’t come with better timing.

Why Does Management Coaching Matter?

With AI taking the world by storm, many of the traditional jobs are changing and shifting, it is now more important than ever for HR and L&D managers to be on top of it, to guide and coach employees towards a brighter future.

It is in those times of uncertainty that you are needed the most. So put your Superman and Superwoman costumes on and let’s save the world one employee at a time!

Today more than ever, Gibbs reflective cycle should take precedence over rigid systems. For example, one of the most ‘hit’ industries now is the marketing and creativity industry.

With ChatGPT causing panic among marketers and writers, read what Harvard Business Review Web Psychologist and bestselling author of Business Unusual Nathalie Nahai had to say about how HR managers can help ease the panic and be a hero or heroine. (⬇️Jump to Nathalie’s section)

PART II – The Different Management Coaching Styles

Each coaching style is unique, and each member of your team might adhere to a different coaching style. As an HR manager or L&D manager, it’s important to master ideally all styles and talk to each employee with their preferred coaching style to get the best out of them and help them reach their targets and goals.

Kurt Lewin in 1930 conducted studies the study of group dynamics and from it came out three types of Management Coaching Styles:

1. Autocratic Coaching Style (sometimes called Authoritarian Coaching)

Autocratic coaching has some vestige of the traditional and more rigid managerial type of coaching we discussed earlier.

“…my friends, I’ve traveled each, and every highway, and moooore, much moore than this, I did it … myyy waaayyy.” Franck Sinatra

(It’s my favourite song so I had to sing it.) Jokes aside, this type of coaching doesn’t leave much room for interpretation or improvement. The manager or coach has their own system they want to push to the employee.

This type of coaching style is task-oriented instead of people-oriented. If referring to the MBTI (Myers Briggs Type Indicator) personality types, it is the STJ instead of the NFP people.

Like everything in life, nothing is black or white. The autocratic coaching style can be good in certain situations that require more structure. An example could be with a new employee looking to find their way around the company, or during a merger and acquisition.

Pros of Autocratic Coaching:

• Gives structure
• Gives stability
• Give certainty

Cons of Autocratic Coaching:

• Too rigid
• Too impersonal
• Too slow

2. Democratic Coaching Style (sometimes called Participative Coaching)

This is the push and pull approach where some guidelines are set as a base but input from employees is preferred. Note, this is a true relationship between manager and employee. This is how connections are made. This is how long-term success is assured. Also, this is the best way to help employees develop their decision-making and communication skills.

The HR manager or coach involves employees in some key decisions and sets goals accordingly.

Pros of Democratic Coaching:

• Gives flexibility
• Gives autonomy
• Empowers employees

Cons of Democratic Coaching:

• Might be too time-consuming
• Might be too personal
• Might lead to negative emotions (if team members have a fixed mindset)

3. Laissez-Faire Coaching Style

Here is where coaches create the right environment for employees. A great example is Warren Buffet who hires (the right) employees and lets them work their magic.

When Dr. Sonja Lyubomirsky did her research on how 50% of our environment shapes our happiness she wasn’t kidding. The environment can be very powerful.

Many experts such as Shawn Anchor the author of ‘The Happiness Advantage’ study extensively how to bring happiness at work and that the environment and more specifically social support at work is a big factor.

Pros of Laissez-Faire Coaching:

• Creates a Zen environment conducive to better performance at work
• Great for problem-solving
• Great for a team that is already successful

Cons of Laissez-Faire Coaching:

• Too many variables to handle
• No authority
• No feedback

Over the years many different types of coaching styles have been added on. Today what are the 4 styles of coaching which are the most used?

• Autocratic Coaching
• Democratic Coaching
• Laissez-Faire Coaching
• Holistic Coaching

Autocratic, Democratic, and Holistic are the three coaching styles used the most in sports.

Which Management Coaching Style is Right?

It depends on what stage or life cycle the company is at, which project is being undertaken, and what the employees are at.

Autocratic Coaching is based on self (initial stage)

Democratic Coaching is based on team (intermediary stage)

Holistic Coaching is based on the environment (advanced stage)

Most importantly, look at yourself and ask yourself what type of leader you are.

• Are you more task or people-oriented?
• Do you prefer to inspire and empower or give directives on what’s best?
• Do you enjoy working in a fast-paced environment?

These are some questions to get you started.

The Pros and Cons of Coaching in Management

Remember how we said that coaching had a bad reputation but now things are changing? Let’s look at some of the pros and cons of coaching in management.

Pros of Coaching:

• Better individual and team performance
• Loyalty from employees (after all you are helping them become the better version of themselves)
• Positive culture

Cons of Coaching:

• The company’s goals might change which might affect the work being done
• Closer connection (it can get emotional)
• Not ideal in high-pressure environments

The key is to simply communicate and connect. Now let’s look at the different management coaching types.

The Different Management Coaching Types

Here is the list of the 13 different types of leadership styles:

1. Autocratic Coaching
2. Democratic Coaching
3. Holistic Coaching
4. Authoritarian Coaching
5. Vision Coaching
6. Laissez-faire Coaching
7. Mindful Coaching
8. Bureaucratic Coaching
9. Developmental Coaching
10. Group Coaching
11. Transformational Coaching
12. Intuitive Coaching
13. Transactional Coaching

The most used coaching types in the workplace:

• Business Coaching
• Teambuilding Coaching
• Executive Coaching
• Leadership Development Coaching
• Communication Coaching
• Performance Coaching
• Career Coaching
• Sales Coaching

And some mainstream coaching practices:

• Life Coaching
• Health Coaching
• Relationship Coaching
• Spiritual Coaching

PART III – Management Coaching Styles in the Workplace

How Does a Leadership Coaching Style Differ From Other Coaching Styles?

With more than 13 different coaching styles, leaders use a combination of them to get the best results.

Leadership Coaching is most similar to:

• Democratic Coaching
• Servant Leadership
• Transformational Leadership

And Leadership Coaching is most far from:

• Autocratic Coaching
• Bureaucratic Coaching
• Transactional Coaching

Which Coaching types are the most in demand in the workplace?

• Executive Coaching
• Integrated Coaching
• Performance Coaching
• Leadership & Development Coaching
• Team Coaching
• Virtual Coaching

Pros and Cons of Leadership Coaching

Pros:

• Teams and organisations often reach their goals and achieve results
• A higher degree of trust which leads to:
  • More motivation
  • More productivity
  • More loyalty
• Feedback and encouragement which in turn helps growth and better decision making
• Cohesiveness and cooperation which creates a positive and productive culture
• Improved communication and teamwork which leads to:
  • Increased creativity and innovation
  • Building trust
  • Reducing conflicts
  • Creating synergy and increasing productivity

Cons:

• No quick wins (Jackson did it in 2 years)
• A lot of time spent by the coach (this is especially relevant for large teams)
• It also requires commitment and time from employees
• Not effective for every employee possibly because
  • The employee is at the beginning of his/her career, new to the company, or just simply prefers a more authoritarian coaching style
• Not ideal for highly competitive types of businesses which requires fast pace and authoritarian leadership
• Can be expensive

Building a Coaching Culture

Two key fundamentals to creating a thriving coaching culture are by instilling trust and making work meaningful. So how exactly can you build such a culture?

• Meet with your team
• Set goals for development
• Give feedback
• Remember to celebrate the wins
• Constantly adjust and adapt

A company that focuses on values, creates systems around the strengths of the employees. The coaching culture thrives in a safe environment where everyone is valued and respected. This creates trust.

Building such a culture requires commitment and dedication but the results are worth the effort. Nothing that comes easy lasts, and most of the hard work tends to pay off one way or another.

Besides as mentioned earlier in this guide, there are plenty of positives for building a coaching culture, the most prominent ones:

• Better communication
• Higher productivity (and team synergy)
• Greater loyalty and employee retention
• Better problem-solving and decision making

PART IV – Coaching Leadership Style

What is the leadership coaching style?

Simply put, a leader acts as a coach. As HR and L&D managers you are that leader. You contribute to the team by rallying the troop and bringing each employee to their goal.

The best time to use the leadership coaching style:

• When employees are driven but their engagement and motivation are low
• When the culture is toxic, and the trust is low
• The company and the employees are disconnected (values and goals)

What Are the Key Skills of Coaching Leadership Style?

1. Professional Development
2. Goal oriented
3. Vision oriented
4. Great feedback and insights
5. Great mentorship

Is a Coaching Approach Linked to Emotional Intelligence?

It depends on which style of coaching is being used. Autocratic and authoritarian coaching styles for example certainly don’t have much consideration for emotional intelligence.

On the other hand, emotional intelligence is important for democratic and laissez-faire coaching styles.

How a Coaching Leadership Style Unlocks Potential

Coaching leadership has 5 pillars known as the 5 leadership pillars of coaching which help unlock potential:

1. Vision

The coach helps the employee have clarity and focus on their personal and professional future in the near (and sometimes distant future). This process is to create a picture in the mind of the employee of where they want to be.

2. Insight

This step helps bridge the gap or as Jack Canfield wrote in his book, “getting you from where you are to where you want to be”. This is where the HR helps the employee realise what skills, tools, or training are lacking or need some fine-tuning to help them achieve their goals.

3. Self-Awareness

At this stage, we start looking at the behaviour and how we can change it. Working on the belief system is important here. And also start driving accountability to employees.

4. Thinking

As results start to show up, as an HR you can help the employees at this stage to focus on what’s negative and turn it around. Why are they procrastinating? What is stopping them from moving to action?

5. Action

The word says it all. All that’s required is unlocking the full potential is constant feedback to help employees improve and achieve their goals.

What Are the Benefits of a Coach’s Leadership Style?

• Employees feel more valued
• Better long-term results

Research done by Jean Cote and Wade Gilbert into sports coaching showed that participants benefitted in four areas:

1. Competence
2. Confidence
3. Character
4. Connectedness

Also known as the 4Cs of coaching.

How Does a Leader–coach Improve Performance?

1. Creating trust
2. Building synergy
3. Bridging the gaps
4. Reconnecting value to work and company
5. Choose the right coaching style

PART V – Interviews with the Experts

ALERT – The EXPERTS are here!

In this section of the guide, you will get a sneak peek into the minds of some of the best HR, L&D, Web Psychologists, and Human Behaviors in the UK. Let’s start (in no particular order) with:

An Academic Perspective with London Metropolitan University Senior Lecturer Giovanni Bordone

Giovanni has around 20 years in L&D, selling, and management in the luxury fashion industry. He gave training for companies such as Louis Vuitton, Xenia, and Burberry around the world. For the past four years, Giovanni has been a Senior Lecturer, which gives us the privilege to peek from him the best of both worlds (academic and professional).

L&D managers’ main struggle today is dealing with change.

Academia is slow to react, they look retrospectively at problems and situations which is not good for anticipation. Now, a lot of teachers tend to explain past problems.

One of the reasons is the huge age gap between educators and students and this is a big problem that leads to disconnection. “Our brains work differently.”

In digital marketing, for example, we are teaching how things were in the past (one year ago is already late) while we are already in the future. “It’s a mistake because we are talking to people that haven’t experienced that.”

In our interview, we went on to talk about ChatGPT and how assessments cannot stay like before. Giovanni said that the conversation should change as well as the approach to training.

Giovanni shared a couple of examples such as how the British Heart Foundation mentioned Vincent Jones a football movie which students had no clue about because he was way before their time. He went talking about how GenZ might not have a clue as to who Michael Jackson is.

The solution: The way we engage is to step back, change the discussion, and be more forward-looking. It’s also to create different benchmarks. Building trust among participants (2 sides). Reduce the barrier and be more informal.

For example, infusing technology within the whole experience like gamification, augmented reality, and virtual reality in the training. Also, make it fun.

Why are trainings not sticking with managers over the years, and why do things they learn remain theoretical?

Trainings don’t have a very good ROI. There are two different aims when it comes to L&D:

1. The outcome being to teach or learn – this should have a high ROI
2. The outcome being to entertain – this should be more entertaining and relaxed

A training example Giovanni had that didn’t go exactly according to plan was when he trained with Xenia and Zara. He was asked to train too many people (60 to 70 people) per class and cram extensive information within a period of 2 to 3 hours and with a limited budget.

Getting to know Giovanni – his biggest achievement and his dreams.

When asked about his biggest achievement, Giovanni didn’t blink: it’s hands down (or up) the trainings and events he did with Louis Vuitton in Shanghai.

Why? Most of the trainees were much more senior, more knowledgeable, earned at least ten times more, and were highly respected C titles. Despite that gap, it didn’t stop Giovanni from having successful trainings.

It wasn’t me teaching something, it was mostly about sharing and bringing topics to life.”

Giovanni’s dream for the future of L&D in the next 5 years is to have a more futuristic approach when looking at a problem instead of looking at the problem daily.

We can’t have the answers to future problems by looking at the past. As trainers, we really have to look at the future, look into different business models.”

Personally, Giovanni wants to receive his Doctorate. Good luck Giovanni!

A peek into the future of HR and L&D with bestselling author and Web Psychologist Nathalie Nahai

Nathalie is a woman of many talents, a Web Psychologist and Bestselling Author of two books ‘Business Unusual’ and ‘Webs of Influence’, and host of ‘The Hive Podcast’. Her unique expertise married between persuasive tech and human behaviour comes at the right time for us to look into the future.

Our discussion started with all the layoffs in the big tech companies and today’s rise of AI which has led to a lot of fears (like the fear of uncertainty, and the fear of being replaced…) as a web psychologist and expert in both tech and human behaviour Nathalie is one of the most versed to calm our minds and give us hope for the foreseeable future.

What is your projection for the next 5 years? How do you see employment progressing when it comes to the evolvement/involvement between tech/AI and human behaviour and HR?

We had to start with a big question.

And the big takeaways:

A lot of readjustments must happen, entire segments in different industries will be completely transformed by the different technologies such as ChatGPT. The most affected will be the creative industries.

Nathalie invites you to think about how we can re-imagine what our roles and human story can be at a time when technology mediates almost everything.

• What do we value?
• Do we take it on a deep level and say we value creativity and connection – a sense of belonging, purpose, or even flourishing?

Or on the other hand, do we focus on capitalism, technological acceleration and consumerism? What does this mean for the job market, and more widely, our lives?

According to Nathalie, tech companies will rely less and less on hiring people all thanks to job automation and advancements in AI. So now the questions to be asked:

What do all those other people do?

Yes, other jobs will be created but there is going to be a period of uncertainty and disruption. And compared to previous revolutions like the industrial or agricultural revolutions, this time is different.

Because the scale is at a level we haven’t seen before. It’s even touching things we never thought would be touched, like the arts and humanities.”

Envisioning how we might move forward, Nathalie welcomes the idea of having the option to work 2 to 3 days per week and “job share” with other employees. Not only would this ensure greater employment for more people, but it would also enable us to reap the well-being and mental health benefits of having the freedom to pursue personal projects.

“One of the issues – and this ties perfectly with the speed of the advancement of tech – is that we’re caught in this myth of exponential growth. So while in capitalism growth has historically been limited to finite physical resources, now the pace of technological acceleration also represents an acceleration of information architecture as well. So not only do we have huge changes in the physical substrates (mining more materials to keep making the hardware that sustains our globalised systems), we also have a huge growth in the information substrate (all the data we share and consume) which feeds back and creates cultural and political rifts. We haven’t thought deeply about the impact on human society, nor about the physical impact on our wider living world.”

What advice can you give HR L&D managers so that they can reassure their employees?

There are three psychological needs that lead to the flourishing of human life, which fall under the theory of self-determination:

1. Agency – Being in the driving seat of your life and having some sort of control or choice in how you live.
2. Competence – Cultivating the skills and abilities to be able to achieve or work toward your goals.
3. Relatedness – Having meaningful relationships with significant others, and a sense of belonging to something bigger than yourself.

Practically speaking:

Agency: If a company cannot guarantee employees their contracts for at least 12 months or 2 years, then at least it’s important to treat employees with respect and give them the kind of information they need to make their own decisions.

If this company knows it’s going through a rough patch, Nathalie suggests that it makes more sense for the cultural integrity of the organisation as well as for the well-being of the staff to own up and suggest choices or alternatives to employees.

Competence: Whenever possible, the company should support people to skill up in other areas that might be complementary and where employees could move their career path so that they are not stuck in a role that will become obsolete within the next 6 to 12 months.

Relatedness: A lot of employees are talking about employee experience and giving people a sense of greater nourishment through personal programs. But without the first two (Self-determination and sense of competence), without being honest and having the integrity to be transparent with employees, all the rest falls apart. You can have all the nice team meetings and give all the extra benefits but if employees are not feeling respected and don’t have the knowledge to make decisions, it won’t matter.

How can management coaching styles help resolve it?

First, by asking the right questions or being willing to look for the right questions and being open enough to listen.

It’s easy to listen when the company is doing great, but what’s important is to listen when the company is facing challenging times. To really listen and tolerate the answers.

Second, another important point Nathalie mentioned was holding space. “To be able to witness the person as they answer the question.”

A practical tool Nathalie shares to help you develop the art of holding space is by practising non-violent communication inspired by Marshall Rosenberg’s book.

Getting to know Nathalie – her biggest achievement and her dreams.

Nathalie’s vision is to rebuild an ecological-minded house and to be able to paint, play music, gather people, and make a living bringing people into connection with nature with themselves and with each other. She’s already on her way, best of luck Nathalie!

When I asked Nathalie about her biggest achievement, she happily shared coming to Barcelona for a sabbatical to attend a term on the drawing and painting course at Barcelona Academy of Art, a course which she ended up staying for, and completing 3 and a half years later.

PART VI – Management Coaching Inspiration

Leadership Coaching Quotes

“In the past, a leader was a boss. Today’s leaders must be partners with their people; they no longer can lead solely based on positional power.” – Ken Blanchard

“Coaching is unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them.” – Timothy Gallwey

“Good leadership isn’t about advancing yourself. It’s about advancing your team.” – John Maxwell

“If there is anything I would like to be remembered for it is that I helped people understand that leadership is helping other people grow and succeed. To repeat myself, leadership is not just about you. It’s about them.” – Jack Welch

“A good objective of leadership is to help those who are doing poorly to do well and to help those who are doing well to do even better.” – Jim Rohn

“There is only one thing worse than training employees and losing them, and that’s not training them and keeping them.” – Zig Ziglar

“Managers help people see themselves as they are. Leaders help people to see themselves better than they are.” – Jim Rohn

“Tell me, and I’ll forget. Show me, and I’ll remember. Involve me, and I’ll learn.” – Marla Jones

“A coach is someone who tells you what you don’t want to hear, who has you see what you don’t want to see, so you can be who you have always known you could be.” – Tom Landry

And if you’re looking for more inspiration, check out Mr. Miyagi’s quote.

Example of Leadership Coaching in Action

The list below is a non-exhaustive list of my favourite leaders, do you resonate with them?

Andrew Carnegie:

If you’re a personal development reader, you probably heard of one of the most-sold books in the world – Think & Grow Rich. The author Napoleon Hill was coached by the steel magnate Andrew Carnegie and with his guidance of 20 years, and his introductions, he created this masterpiece.

Dale Carnegie:

Dale Carnegie founded one of the most impressive personal development programs still running today.

Phil Jackson:

Phil used customised coaching which led to six NBA championships for the Chicago Bulls and other titles for the Los Angeles Lakers. One of his tricks was to give a book to each player based on their needs.

Sir Alex Ferguson:

Sir Alex Ferguson is one of the most decorated coaches in the world of football. He is most famous for his authoritarian leadership style and remembered for the hair dryer treatment (the incident when he threw a show on David Beckham).

• Famous Transformational Leaders: Winston Churchill, Jeff Bezos
• Charismatic Leaders: Oprah Winfrey
• Personal Development Leaders: Bob Proctor, Jack Canfield, Brian Tracy
• Laissez Faire Leaders: Warren Buffet
• Democratic Leaders: Nelson Mandela
• Autocratic Leaders: Martha Stewart
• Visionary Leaders: Elon Musk

Key pointers to Become the Best Management Coach

1. Questions, questions, questions.

The better you get to know your employees by asking the right questions and the more trust you build in your connection with them and the team, the better results you will get.

2. Never back down from a challenge.

It’s meant to help you grow. We attract our relationships (in this case referring to employees) so that both of us heal. Our employee is on the other side of the problem we are trying to solve for them – we both have the opposite side of the same problem.

3. Connect.

Treat your employees like your best friends and be their biggest cheerleaders. Listen to their problems and their feedback and support them in their times of need. And if you’re thinking I’m in a big company with so many employees I don’t have time – delegate it – hire more HR managers. Did it cost more money? Anthony Robbins might answer you: “It’s not about the resources you have but about your resourcefulness.”

Take Your Management Coaching Style to the Next Level

This four-year study shows that most of the time the problem is not in the management but rather in choosing the right management coaching style. So as the HR or L&D leader in your company are you choosing the right coaching style?

Become the best HR and L&D leader in the UK by joining our training program and discovering how we make training stick and remember to lead with action.

Now that you know how to take your coaching style to the next level, let’s help you step into the world, your new world, with an action plan. Let’s make sure that you embody the best version of coaching that suits you.

We at Making Business Matter strongly support personal and professional growth. As an HR manager, L&D manager, category manager, account manager, or partner working in the UK groceries industry, we want to help you by giving you an action plan specially created for HR and L&D managers working in the UK. In our training, you will learn about work-based activities, receive a roadmap for line managers to support their teams, and our 5-level evaluation (chain of evidence) to show the ROI of our training (they stick!).

Conclusion

In this complete guide, you discovered Management Coaching Styles, the different management coaching styles, management coaching styles in the workplace, coaching leadership styles, interviews with the experts, and the management coaching styles inspiration.

In part I you found out about the origins of management coaching styles, the development of management coaching styles, and the coaching management style advantages and disadvantages.

Part II showed you the different coaching styles, autocratic coaching, democratic coaching, laissez-faire coaching, holistic coaching, authoritarian coaching, vision coaching, mindful coaching, bureaucratic coaching, developmental coaching, group coaching, transformational coaching, intuitive coaching, transactional coaching, business coaching, teambuilding coaching, executive coaching, leadership development coaching, communication coaching, performance coaching, career coaching, sales coaching, life coaching, health coaching, relationship, spiritual coaching, which management coaching style is right, and the pros and cons of coaching in management.

We discovered in part III how the leadership coaching style differs from other coaching styles, the pros and cons of leadership coaching, and building a coaching culture.

In part IV you found what is the coaching style of leadership, what are the key skills of coaching leadership style, that the coaching approach is linked to emotional intelligence, how a coaching leadership style unlocks potential, what are the benefits of a coach leadership style, and how does a leader–coach improve performance.

Part V helped you to uncover an academic perspective with LMU Senior Lecturer Giovanni Bordone and bestselling author and the Hive host and Web Psychologist Nathalie Nahai.

In part VI you discovered leadership coaching quotes, examples of leadership coaching in action, key pointers to becoming the best management coach, and how to take your management coaching style to the next level.

Send us a message on LinkedIn, and we’ll send you tools, processes, and strategies on how to best cope with today’s changing work landscape (no fluff, only making business matter).

Action: For even more useful content on coaching, check out our ultimate guide on Coaching Skills.