Chapter 4: Oriented toward Development: Using the Leadership Competencies Scorecard for Leadership Coaching Conversations and Self-Assessment

The findings of the LCS are interesting in their own right in helping to better comprehend the growing and diverse leadership literature, and as with any self-assessment tool, one’s reading of the assessment criteria and the initial results can trigger self-reflection. This chapter includes several tools and guiding questions for individuals to consider upon completion of the LCS, beginning first with connections to the growing practice of leadership coaching.

The journey of leadership can be an isolating endeavor. Executive coaching, and leadership coaching specifically, continues to grow in popularity as individual leaders seek guidance, support, and an individual who is willing to listen while they navigate the rugged and often unpredictable terrain of organizational leadership. As defined by the International Coaching Federation, coaching involves “partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential” (International Coaching Federation, 2019). As of December 31, 2017, the International Coaching Federation has 30,576 global members, with the largest percentage (nearly 40%) represented in the United States (International Coaching Federation, 2017). The expanded use of coaches is reflective of a growing desire for enhanced leadership capacity across sectors.