Coach leader

Type of leadership that facilitates the acquisition of learning and the achievement of goals through the identification of the person's potential.

This style of people management stands out for the ability to enhance the skills of collaborators, making them reach the next level of professional skills, with the aim of achieving those professional development goals in the medium and long term. Managers can combine this leadership style with any other, depending on the objectives they wish to achieve, but to avoid confusion we are going to highlight the ideal competencies of a Leader-coach:

Listen actively. Generating effective communication includes knowing how to listen. Forget monologues and one-way conversations, give your employees the opportunity to speak to improve the relationship of the whole team and to discover, for example, what tools they need to improve their skills.
Appropriate questions. If you don't allow your team to give you feedback or provide comments, their concerns and good ideas will be kept and problems will be kept quiet that will end up exploding when it's too late; that is, you will lose growth opportunities. However, if you seek feedback and are receptive, you will be more respected and, of course, you will find more commitment.
Empathy / challenge balance. Sometimes it is interesting to challenge the collaborator and get them out of their comfort zone, but knowing how to position themself as a coach and differentiating when to apply empathy, posing a challenge that is achievable for the collaborator.
Commitment. One of the key skills in coaching is the ability to know how to create a commitment in the other person. If you demonstrate your commitment to your job and to the organization, it's easier to instill that same hard-working attitude among your staff. In the same way, we generate respect and once you have earned their consideration, they will be more predisposed to perform at the highest level with enthusiasm.
Recognition. The best feedback is the one that is used to enhance the strengths of the other person, but without ceasing to be aware of their areas for improvement and bring to light their blind areas, which are aspects that the professional cannot see for yourself. And therefore, if you don't see it, you can't manage it.

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