Academic journal article Asian Social Science

Analysis of Links between Opinions on Coaching and Social Intelligence of Management Students

Academic journal article Asian Social Science

Analysis of Links between Opinions on Coaching and Social Intelligence of Management Students

Article excerpt

Abstract

The report presents findings gained by applying a questionnaire for detection of social intelligence - MESI - in the context of evaluating coaching as an education method on management students. Analysis of the acquired data confirmed the essential psychometric parameters of the MESI methodology (which detects factors of manipulation, empathy and social irritability), as well as the questionnaire for assessment of coaching (which detects factors of cognition, competence and social context). The research was conducted on the sample of 267 participants (121 male and 146 female). The correlation analysis of links between the factors of social intelligence and those of coaching assessment confirmed existence of the selected significant interrelations between the social intelligence factor of empathy, cognition indicators and the social context.

Keywords: coaching, social intelligence, MESI methodology

1. Introduction

Implementation of effective coaching techniques is multidimensionally conditioned. It is inevitable to take into consideration the personality traits of the coach and the coachee, conditions under which coaching is implemented, concrete problems to be solved in this process, etc.

The presented study is aimed at the issue of social intelligence as a significant factor related not only to implementation of coaching, but also to evaluation and attitudes towards this method. It describes the issues of coaching and social intelligence and subsequently presents these concepts in an analysis of their mutual interconnections.

1.1 Coaching

Nowadays, the term 'coaching' is becoming a part of professional as well as ordinary communication of people. It is presented with various adjectives as "family coaching", "life coaching", "yoga coaching", or "business coaching", which may evoke an assumption that every area requires a different type of coaching. It is because of this risk of wrong interpretation that the professional organization of coaches (International Coach Federation - ICF, 2009, 2011) usually describes coaching on their websites and promotion materials as a form of client support where the coach helps the client find ways to reach their goals. The overall philosophy of coaching is about helping others identify and define their specific goals and mobilize them to reach these goals.

More than twenty years ago, Sir John Whitmore and Timothy Gallwey for the first time used the basic ideas of coaching in connection to business. The first book on coaching became shortly after its publication recognized widely within the business environment of many world countries. It has been translated into twelve languages which proves that coaching started spreading all over the world (Whitmore, 1992). Other editions of this publication (in years 1996, 2002 and 2009) are a proof that the interest in this area of knowledge keeps growing.

Gallwey (2004) claims that if the coach is able to help remove the inner restraints (or at least lessen their influence), which stop the coachee from achieving a good performance, the coachee improves significantly. He presents coaching as a tool for releasing one's potential which enables the coachee to maximize their performance. In this context he specifies the performance potential and interferences which stop this potential from being exploited in full effect.

According to Downey (2003), the coach is often less experienced in a certain particular area than the coachee. The coach does not need to provide knowledge, advice or wisdom. What every coach must do is talk, ask questions and act in a way to make others learn and act as best as they can. This author defines coaching as an art, practice, inspiration, energizing, help, achievement, learning and development of the coachee.

From this perspective, among the origins of coaching one can include the thoughts of Rogers (1995) according to whom the successfulness of every interpersonal contact (coaching is merely one of the specific cases) depends not on the knowledge and technical skills, but on the attitudes to which the behavior of the participants in a conversation is connected. …

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