This assignment is to reply to another classmate’s discussion board post here are the instructions:

Engage in a substantive discussion that meets grading rubric specifications. Submit replies of 300–450 words each to at least 2 other students. Make sure that you are adding new and relevant information with each reply, including scholarly sources.

The instructor also stated in regards to this assignment theses supplemental instructions:

you should now review discussions posted by other students. Next, synthesize their discussion and information. Then, provide ADDITIONAL quality information to expand the knowledge of information. This means you will need to use citations for the feedback as well as the initial post. As a doctoral student, please ensure your replies are robust and rigorous to expand the depth and breadth of discussion.

Remember that Journals are important for all assignments, so please support your information with them.

Here is the classmates discussion post that you are replying to:

There are many definitions of coaching but according to Underhill et al. (2007), executive coaching can be defined as “the one-to-one development of an organizational leader.” This concept involves one leader and one coach with the sole purpose of the development of leader’s skills regardless of the type or size of the organization. It is estimated that within the past decade, the coaching industry has grown to an estimated 40K coaches worldwide with an estimated revenue of $1 to 2 billion per year. It is noted that “executive coaching has become an accepted best practice in the field of executive and management development” as the potential benefits have become more identified and recognized (Underhill et al., 2007). With the concept of coaching and its increased performance rapidly catching on, there has also been a spike in the number of empirical studies that speak to the overall benefits of the implementation of coaching in business practices. One such article suggests that “managerial coaching is a powerful development intervention for facilitating employee learning and improving employee performance” (Ellinger et al., 2011).

In the research and development of the concept of employing executive coaching, the follow questions are important to note:

1. What is coaching?
2. What is the history and development of the coaching field of study?
3. What is the difference between coaching and mentoring?
4. What is the coaching mindset?
5. What is the coaching model?
6. How is a coaching relationship structured?
7. What are the successful outcomes of coaching?
8. How should these successful outcomes be measured?

Advancing God’s Purpose

Although the Bible never instructs us to coach, the Bible does instruct us to make disciples, encourage others, listen to the Holy Spirit, and to follow God’s calling for our life. While these concepts were never called “coaching” in the Bible, they are indeed the modern version of coaching (Logan, 2012). These concepts can be seen in both 1 Thessalonians 2:11-12 and Ephesians 4:12-13 (Cosby & McGervey, 2010).

Keller and Alsdorf (2012) describe choosing a vocation as something mankind was created to do, and a way to glorify God. Keller writes “Work not only cares for creation, but also directs and structures it. In this Reformed view, the purpose of work is to create a culture that honors God and enables people to thrive. Yes, we must love our neighbor, but Christianity gives us very specific teachings about human nature and what makes human beings flourish. We must ensure that our work is done in line with these understandings” (Keller & Alsdorf, 2012) The concepts of these writings include conducting work to can be done well and utilize gifts and abilities, work that can benefit others, and work that can benefit the field of work. From a coaching aspect, Believers are commanded to create a vocational culture that enables workers to build and thrive in their profession (Keller & Alsdorf, 2012).

Old Testament

According to Cosby and McGervey (2010), a Biblical coaching approach consist of asking open-ended questions in an attempt to expand the focus of the person that is receiving the coaching. This can first been seen in Genesis 3 when Adam and Eve are asked “Where are you? Who told you that you were naked? Have you eaten from the tree that I commanded you not to eat from?” Clearly God already knew the answers, but in order for Adam and Eve to expand their relationship with Him, they must think about their actions as well as take responsibility for them (Cosby & McGervey, 2010). In this passage, God was challenging them, or coaching them, to follow Him through their heart to prompt internal motivation for change, not just change through His commands. After listening to their responses, God proceeded to guide them to solutions to overcome their obstacles. This “stop and think” principle can also be seen in the passages with Moses, Joshua, and Isaiah (Cosby & McGervey, 2010).

New Testament

In the New Testament, one example of coaching can be seen in the life of Barnabas. Although it is suggested that the importance of Barnabas receives little recognition, his actions were of significant importance (Logan, 2012). Barnabas, originally names Joseph, was one of Paul’s closets friends, accompanying him on his missionary journeys. In Acts 11:23-24 Barnabas is described as: “When he arrived in Antioch and saw the evidence of the grace of God, he was glad and encouraged them all to remain true to the Lord with all their hearts. He was a good man, full of the Holy Spirit and faith, and a great number of people were brought to the Lord.” In this passage, the true definition of a coach can be seen, one that encourages and prepares and equips others to succeed (Logan, 2012). In addition, through the life of Barnabas, there are also examples of the concepts of going before others to act as a liaison and bringing others together by building bridges between them. In relation to Paul, Barnabas brought Paul before the Jerusalem disciples to vouch for the new creation Paul had become (Logan, 2012).

References

Cosby, T. & McGervey, M. (2010). Coaching – A Biblical perspective. Empowerment Coaching Network. Retrieved from https://www.terranovalifecoaching.com/attachments/ Coaching__A_Biblical_Perspective.pdf

Ellinger, A. D., Ellinger, A. E., Bachrach, D. G., Wang, Y. L., & ElmadagBas, A. B. (2011). Organizational investments in social capital, managerial coaching, and employee work-related performance. Management Learning, 42(1), 67-85.

Keller, T. & Alsdorf, K. L. (2012). Every good endeavor. Connecting your work to God’s work. New York, NY: Penguin Books.

Logan, R. E. (2012). Biblical foundations of coaching. Retrieved from https://www.namb.net/ wp-content/uploads/2016/05/Biblical-Foundations-of-Coaching.pdf

Underhill, B., McAnally, K., & Koriath, J. (2007). Executive coaching for results: The definitive guide to developing organizational leaders. Oakland, CA: Berrett-Koehler Publishers, Inc.