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1 2024

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Coaching as a constructive dialogue in HRM

Jeruszka Urszula

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

2024

z. 200

159--169

Purpose: The aim of the article is to indicate the direction of changes in the instruments of people management, which will correspond to greater interactivity, strengthening the creativity of thinking and flexibility of action of managers and employees by incorporating constructive dialogue into coaching practice. Design/methodology/approach: The article is theoretical and based on literature studies on the subject. Findings: Coaching is, next to mentoring, the most mature form of supporting human potential, bringing out the best in people. Constructive dialogue is at the heart of a coaching relationship, based on respect and trust, constructive communication, strong questions, feedback and self¬reflection. The article presents the essence, models, conditions and benefits of using constructive dialogue in coaching and tips for the use of the DIALOG tool. Practical and social implications: Analyses have shown that not every supervisor can and should be a coach. In order for a manager to use the key element of the coach's work - constructive dialogue, in his cooperation with subordinates, he should be a participant in the coaching process, learning and practicing this way of communicating and shaping a strong superior-subordinate relationship. It is a ground for changing old habits, readiness to take on challenges, acquiring new competences based on the potential and strengths of the manager and employee. Orginality/value: The article is aimed at managers to increase the effectiveness of people management by creating a safe, creative space for development, building relationships of partnership, trust, respect and openness.