Connie L. Ingram
From the inception of conventional scientific and bureaucratic leadership theories to the contemporary theory of transformational leadership, the field of leader training has undergone significant revolutions. There is currently a deficiency in the literature regarding coaching as a follow-up to leader training. This case study will determine if coaching makes a significant difference in the personal mastery tendencies of middle managers as measured by their direct reports via the DISC assessment (Geier, 1992) in terms of dominance, influence, steadiness, and cautiousness.
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