PSY FPX 8711 Assessment 3 Outline of a Coaching Plan

PSY FPX 8711 Assessment 3 Outline of a Coaching Plan

Student Name

Capella University

PSY FPX 8711 Principles of Industrial/Organizational Psychology

Prof. Name:

Date

Outline of a Coaching Plan

In the business environment, leadership is one of the key intangible forces. At the strategic level, leadership involves the leader taking responsibility for the long-term competitiveness of the entire company, shaping a vision for the future, setting strategic goals, and determining directions and prerequisites for growth. A significant role of a strategic leader is to train and develop employees, fostering a culture of self-learning through personal examples. This coaching plan will explore the cultural and organizational aspects of candidates suitable for a managerial role in an American industrial company. This individual will represent the company’s interests in its China branch. The plan will also cover appropriate selection methods, leadership and coaching styles, a description of the most suitable candidates, interview questions, and transcripts for heterosexual candidates to demonstrate intercultural communication.

Cultural Differences

The culture of diversity, equal opportunities, and inclusiveness significantly impacts the workplace environment, which in turn affects individuals’ psychological comfort. Employees feel safe, united as a team, and capable of overcoming challenges and achieving high results simultaneously (Chrobot-Mason, 2012). It is important to recognize that “culture” cannot be precisely defined. Culture emerges from the interaction of various organizational elements, some visible and others subtle. Culture impacts employees differently based on their status, work, qualifications, and personal factors such as beliefs, expectations, and aspirations. These factors shape both the company’s culture and its perception.

Given these factors, the head of the American company must be aware of the cultural competencies of Chinese employees to build long-term relationships. Beyond selecting a suitable employee, it is essential to focus on coaching, training, mentoring, and providing ongoing support (APA, 2017).
According to the Typology of Cultural Dimensions by Geert Hofstede, countries with a low power distance index, such as the United States, are characterized by equal business relations. Both subordinates and superiors take on important tasks, work cooperatively, and are proactive, understanding that power belongs to every member of society, not just the president (Hofstede, 2007). In contrast, China’s social culture tends to avoid uncertainty, favoring a systematic approach with clear goals. In this environment, achieving goals takes precedence over emotional comfort in a team. In contrast, American culture has a more flexible attitude toward uncertainty, and employee involvement in production processes is widespread and plays a significant role across the company.

Structured Interview

Considering the primary methods of collecting information about candidates for subsequent analysis, direct communication is the most effective approach. An interview allows for a personal evaluation of the candidate and the opportunity to ask questions in a specific sequence that a test cannot replicate. The interview process enables a manager to assess the candidate’s initiative, intelligence, and behavior, including facial expressions and reactions. Tests, on the other hand, may allow candidates to guess or think out answers.
One of the critical factors for a successful interview is its structured design. A structured interview is a directed conversation designed to gather responses to predetermined questions. The goal of this interview style is to ensure that questions are prepared in advance, allowing for an accurate assessment of the candidate’s qualifications and moral qualities.

Interview Questions

1. Why do you believe you are the right candidate for this position? What sets you apart?
2. Can you describe your most significant professional achievement?
3. Share a time when you identified a problem and took the initiative to resolve it quickly.
4. Describe two scenarios: one where you worked under a highly demanding manager and another where you had complete freedom of action. How did you manage in both cases?
5. How do you keep employees engaged and productive?
6. How well do you work in a team? Have you ever had conflicts with superiors or colleagues?
7. Tell us about your biggest setback and how you handled it.
8. How do you keep employees engaged and productive?
9. Share an instance when you didn’t enjoy your job. How did you regain your motivation?
10. Do you feel it’s time for a change in your life? What led you to this desire for change?

Leadership Approaches

Leadership is often defined as the mutual influence between a leader and their followers to achieve group, organizational, or social goals. In American culture, leaders are expected to take on decision-making roles and act as initiators within the organization (Bush, 2018). Managerial activity and leadership style may appear similar across cultures but can differ based on personal values, education, and interpersonal communication skills, influenced by the external environment (e.g., national culture).
According to research by Lutens, Chinese managers tend to follow a more traditional management style compared to American managers. They spend more time communicating but are less skilled at managing human resources and networking (Perkins, 2009).

For this case, the transformational leadership style is recommended due to its flexibility. This leadership style involves a leader using their influence and enthusiasm to inspire followers to work for the company’s benefit. The leader seeks to change the organizational culture, providing a vision, a mission, and implementing change with the dedication of their followers. This leadership style is suitable for both men and women and fits well within both American and Chinese organizational cultures. In transformational leadership, the leader inspires employees to expand their capabilities, build self-confidence, and drive innovation throughout the organization (Bush, 2018).

Coaching Approach

In a constantly evolving business environment, companies must quickly adapt to changing external demands. Flexibility is a key competency for organizational success (Fine, 2015). Personal coaching for managers is an effective tool for this situation. It focuses not only on developing a specific set of skills but also on activating self-learning and self-development processes, allowing individuals to acquire necessary knowledge independently. Executive coaching can yield effective results in a timely manner, particularly in cases involving cooperation between American and Asian cultures. It considers management differences and integrates diverse competencies, including leadership styles specific to men and women.
The ideal leader should combine male and female characteristics for effective management. If a male leadership style—competitive, confident, and decisive—dominates, typical of Chinese business culture, a female leader may be perceived as less effective. Understanding which leadership style is most appropriate for the situation is critical.

Coaching Plan Evaluation

Several criteria determine the effectiveness of the coaching process:

1. Degree of satisfaction: Ensure that employees express interest in acquiring new skills by gathering feedback through a satisfaction questionnaire about the coaching process.
2. Behavioral changes: The coaching sessions should lead to tangible results, reflected in behavioral changes such as more questions, emails, and requests for clarification.
3. Sustainability of change: This criterion is crucial, as coaching aims to bring long-term positive changes, such as fostering a positive attitude towards cultural diversity and personal growth. A follow-up survey should be conducted three to six months later to assess the long-term impact.

Conclusion

In a multicultural and fast-paced environment, it is vital to embrace diversity, overcome cultural challenges, and learn from these experiences creatively. This approach fosters responsible actions and helps bridge cultural differences, leading to internal and external unity. Leadership and coaching that integrate diverse perspectives serve as powerful tools for sustained, multifaceted success.

References

American Psychological Association (APA). (2017). Ethical principles of psychologists and code of conduct. https://web-p-ebscohost-com.library.capella.edu/ehost/pdfviewer/pdfviewer?vid=1&sid8

Bush, T. (2018). Transformational leadership. Educational Management Administration & Leadership. https://journals.sagepub.com/doi/10.1177/1741143218795731
Chrobot-Mason, D., & Leslie, J. B. (2012). The role of multicultural competence and emotional intelligence in managing diversity. https://web-s-ebscohost-com.library.capella.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=2

Hofstede, Geert. (2007). Asian management in the 21st century. Asia Pacific Journal of Management. https://www.proquest.com/publication/publications_30248?accountid=27965

Fine, L. E. (2015). Teaching multicultural leadership using a social constructionist approach. https://web-s-ebscohost-com.library.capella.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=

PSY FPX 8711 Assessment 3 Outline of a Coaching Plan

Perkins, R. D. (2009). How executive coaching can change leader behavior and improve meeting effectiveness. Consulting Psychology Journal: Practice And Research. https://www.scirp.org/(S(351jmbntvnsjt1aadkposzje))/reference/ReferencesPapers.aspx?