I.

INTRODUCTION

Leadership is a process by which an executive can direct, guide and influence the behavior
and work of others towards accomplishment of specific goals in a given situation.
Leadership is the ability of a manager to induce the subordinates to work with confidence
and zeal.

Leadership is the potential to influence behaviour of others. It is also defined as the capacity
to influence a group towards the realization of a goal. Leaders are required to develop
future visions, and to motivate the organizational members to want to achieve the visions.
According to Keith Davis, “Leadership is the ability to persuade others to seek defined
objectives enthusiastically. It is the human factor which binds a group together and
motivates it towards goals.”
Our group has chosen “Master Shifu from Kungfu Panda” to analyze his leadership skills
then clarified the importances of skillful leaders to their followers and organization. By
science and social basic, we found out some key ideas about leadership skills; our report
below demonstrates the results of our research.

We owe our sincere thanks to our lecturer – Mr. Hoang Anh Duy, kindly give us your
feedback and supported us in the process of doing this report. However, because of the lack
of experience in doing reports on this field, our project will have inevitable mistakes. We
hope you would take kindly to our mistakes, and hope we can improve in future.
 II. LITERATURE REVIEW
1. Theoretical framework on general concepts
1.1 Leader
Leader is someone who can influence others and who has managerial authority. Leadership
is what leaders do. It’s a process of leading a group and influencing that group to achieve
its goals.
1.2 Leadership
Leadership is what leaders do. It’s a process of leading a group and influencing that group
to achieve its goals.
1.3 Power
Power refers to an individual’s capacity to influence decisions. A leader is someone who
has a lot of power in a group.
There are different types of power as follow:
 Coercive power: power based on fear
 Reward power: power based on the ability to distribute something that others value
 Legitimate power: power based on one’s position in the formal hierarchy
 Expert power: power based on one’s expertise, special skill, or knowledge
 Referent power: power based on identification with a person who has desirable
resources or personal traits
Authority is part of the larger concept of power.

1.4 Traits of leader

The leadership trait theories indicates 7 main traits that contribute to an effective leader
 Drive: Leaders exhibit a high effort level. They have a relatively high desire for
achievement, they are ambitious, they have a lot of energy, they are tirelessly
persistent in their activities, and they show initiative.
 Desire to lead. Leaders have a strong desire to influence and lead others. They
demonstrate the willingness to take responsibility.
 Honesty and integrity. Leaders build trusting relationships with followers by being
truthful or non-deceitful and by showing high consistency between word and deed.
 Self-confidence. Followers look to leaders for an absence of self-doubt. Leaders,
therefore, need to show self-confidence in order to convince followers of the
rightness of their goals and decisions.
 Intelligence. Leaders need to be intelligent enough to gather, synthesize, and
interpret large amounts of information, and they need to be able to create visions,
solve problems, and make correct decisions.
 Job-relevant knowledge. Effective leaders have a high degree of knowledge about
the company, industry, and technical matters. In-depth knowledge allows leaders to
make well-informed decisions and to understand the implications of those decisions.
 Extraversion. Leaders are energetic, lively people. They are sociable, assertive, and
rarely silent or withdrawn.
2. Leadership styles
2.1 Autocratic style
The autocratic style described a leader who dictated work methods, made unilateral
decisions, and limited employee participation. In other words, autocratic leaders typically
make choices based on their ideas and judgments and rarely accept advice from followers.
Autocratic leadership involves absolute, authoritarian control over a group.
Like other leadership styles, the autocratic style has both some benefits and some
weaknesses. The advantages might be the ability to make decisions quickly, especially in
stress-filled situations, clear chain of command.
On the other hand, this style might discourage group inputs, impair morale and lead to
resentment, ignore creative solutions and expertise from subordinates

2.2 Democratic style

The democratic style described a leader who involved employees in decision making,
delegated authority, and used feedback as an opportunity for coaching employees. This
type of leadership can apply to any organization, from private businesses to schools to
government.
Because group members are encouraged to share their thoughts, democratic leadership can
lead to better ideas and more creative solutions to problems. Group members also feel more
involved and committed to projects, making them more likely to care about the end results.
Research on leadership styles has also shown that democratic leadership leads to higher
productivity among group members
While democratic leadership has been described as the most effective leadership style, it
does have some potential downsides. In situations where roles are unclear or time is of the
essence, democratic leadership can lead to communication failures and uncompleted
projects. In some cases, group members may not have the necessary knowledge or expertise
to make quality contributions to the decision-making process. Democratic leadership can
also lead to team members feeling like their opinions and ideas aren't taken into account,
which may lower employee satisfaction and morale.

2.3 Laissez-Faire style

The Laissez-Faire style is defined in The Cambridge dictionary as “the unwillingness to
get involved in or influence other people’s activities”. Laissez faire is essentially a
philosophy focusing on individual’s ability to follow his or her dreams without interference
by other people. Specifically, leaders are hands-off and allow group members to make the
decisions. Researchers have found that this is generally the leadership style that leads to
the lowest productivity among group members.
There have been a number of well-known political and business leaders throughout history
who have exhibited characteristics of a laissez-faire leadership style. Steve Jobs was known
for giving instructions about what he would like to see to his team but then leaving them
to their own devices to figure out how to fulfill his wishes. Former U.S. President Herbert
Hoover was famous for taking a more laissez-faire approach to governing, often by
allowing more experienced advisors to take on tasks where he lacked knowledge and
expertise.

3. Coaching leadership
3.1. Managing Power

Leader is entitled to influence work actions and make decisions. The five bases of power
were identified by John French and Bertram Raven in the early 1960’s through a study they
had conducted on power in leadership roles, including: legitimate, coercive, reward, expert,
and referent.
 Legitimate power and authority are the same. Legitimate power represents the
power a leader has as a result of his or her position in the organization. For example,
the CEO who determines the overall direction of the company and the resource
needs of the company.
 Coercive power is the power a leader has to punish or control. Followers react to
this power out of fear of the negative results that might occur if they don’t comply.
For example, the VP of Sales who threatens sales folks to meet their goals or get
replaced.
 Reward power is the power to give positive rewards. A reward can be anything that
a person values such as money, favorable performance appraisals, promotions,
interesting work assignments, friendly colleagues, and preferred work shifts or sales
territories. For example, the supervisor who provides employees comp time when
they meet an objective she sets for a project.
 Expert power is power that’s based on expertise, special skills, or knowledge. If an
employee has skills, knowledge, or expertise that’s critical to a work group, that
person’s expert power is enhanced. For example, the Project Manager who is an
expert at solving particularly challenging problems to ensure a project stays on
track.
 Finally, referent power comes from being trusted and respected. We can gain
referent power when others trust what we do and respect us for how we handle
situations. For example, the Human Resource Associate who is known for ensuring
employees are treated fairly and coming to the rescue of those who are not.
It is most effective to utilize all of these powers into our leadership style. For
example, a sailor would employ different types of power in managing his crew and
equipment. He gives orders to the crew (legitimate), praises them (reward), and disciplines
those who break the regulations (coercive). As an effective leader, he also strives to have
expert power (based on his expertise and knowledge) and referent power (based on his
being admired) to influence his crew.

3.2. Developing Trust

Developing a strong and successful relationship involves several key qualities. One of these
qualities is trust.
The main component of credibility is honesty. Surveys show that honesty is consistently
singled out as the number one characteristic of admired leaders. “Honesty is absolutely
essential to leadership”. Trust is closely entwined with the concept of credibility, and, in
fact, the terms are often used interchangeably. Trust is defined as the belief in the integrity,
character, and ability of a leader. Followers who trust a leader are willing to be vulnerable
to the leader’s actions because they are confident that their rights and interests will not be
abused.50 Research has identified five dimensions that make up the concept of trust:
 Integrity: honesty and truthfulness
 Competence: technical and interpersonal knowledge and skills
 Consistency: reliability, predictability, and good judgment in handling situations
 Loyalty: willingness to protect a person, physically and emotionally
 Openness: willingness to share ideas and information freely
Of these five dimensions, integrity seems to be the most critical when someone assesses
another’s trustworthiness. Both integrity and competence were seen in our earlier
discussion of leadership traits found to be consistently associated with leadership.
Workplace changes have reinforced why such leadership qualities are important.
Employees have to trust managers to treat them fairly, and managers have to trust
employees to conscientiously fulfill their responsibilities.

3.3. Empowering Employees

The credo of an empowering manager is to create a work environment in which people are
empowered, productive, contributing, and happy. Instead of hobbling employees by
limiting their tools or information, trust them to do the right thing, get out of their way, and
then watch them catch fire.
As we’ve said before, empowerment involves increasing the decision-making discretion of
workers. Millions of individual employees and employee teams are making the key
operating decisions that directly affect their work. They’re developing budgets, scheduling
workloads, controlling inventories, solving quality problems, and engaging in similar
activities that until very recently were viewed exclusively as part of the manager’s job.
A clear case: Companies like Google have invested more in employee support and
employee satisfaction has risen as a result. For Google, it rose by 37%. Under scientifically
controlled conditions, making workers happier really pays off.

3.4. Leading Across Cultures

“Understanding the cultural differences and social complexities are the key components of
success in a global economy. Conventional wisdom holds that no one country or one
organization has the capacity and expertise to manage future large-scale risks alone.
However, in an increasingly global interdependent world, they have neither. As the world
is “shrinking” – “interdependence” is increasing for resources, talent, skills and the market.
National culture affects leadership style because it influences how followers will respond.
Leaders can’t (and shouldn’t) just choose their styles randomly. Specifically, a number of
elements of transformational leadership appear to be associated with effective leadership
regardless of what country the leader is in. These elements include vision, foresight,
providing encouragement, trustworthiness, dynamism, positiveness, and proactiveness.
Some people suggest that the universal appeal of these transformational leader
characteristics is due to the pressures toward common technologies and management
practices, as a result of global competitiveness and multinational influences.

III. FINDINGS AND ANALYSIS

1. The film plot brief and its meaning
A film plot brief:
The film is about a way the master kung fu Shifu train his disciple – a Panda Po. In the
fight against a very strong enemy, 5 heroes who also are Shifu’s disciples fail to defeat a
villain Tai Lung after he escapes from prison. Panda Po, the last student of master Shifu,
is unable to grasp the basics of kung fu. Shifu tries to dispose of Po with an excruciatingly
harsh training regime but gain nothing and conclude that he is with no potential in martial
art. One day, Shifu realize the extraordinary ability of Po when he jumps to the kitchen
ceiling to eat some cookies. He finds out that he could not train Po in conventional way
that he applies on other students. Shifu discovers that Po is capable of impressive physical
feats when motivated by food. Using food as positive reinforcement, Shifu successfully
trains Po by incorporating these feats into an innovative kung fu style.
Meaning of this video:
Talented leaders must have an ability realizing strengths and weaknesses of their
employees. Their performances may vary depend on their educational background,
intelligence, cognitive power of workers. From that, they could find the way to train them
and lead them effectively. One training method may bring about a number of different
results to many different employees. So, they could not use a same method for the whole.
Leader must always develop their training method to make it more suitable for any
individuals. Besides, a leader need to know how they could take advantage of employees’
strengths and how to improve their weaknesses.
2. The video context and its meaning
In this amazing scene that happens under a peach tree, Shifu shows up to inform Oogway
that Tai Lung, the dark warrior, has escaped out of prison and is coming for the dragon
scroll. While nothing may seem far from impossible to Shifu, Oogway encourages him to
believe that Panda can be trained and can defeat Tai Lung. Still struggling with this idea,
Shifu commits to 'trying' it.

With all our prejudices and past experiences, it is easy for us as humans to give up on
dreams, goals, relationships even. For a teacher though, believing in his or her students is
the single most important, but also perhaps the most difficult thing to do. Sometime after
Tai Lung's betrayal, however, Shifu went on to train Tigress, Mantis, Monkey, Viper, and
Crane, the Furious Five. Though these students became well-known for their heroics, none
of them were selected to be the Dragon Warrior, and Shifu was outraged when Po was
chosen instead. Witnessing the panda's potential and determination however, Shifu
eventually came to believe in him, successfully teaching Po the skills needed for him to
ultimately save the Valley of Peace. He now acts as both a friend and mentor to Po.

"If they can't learn the way you teach, teach them the way they learn."
As leaders, we might want our team members to be just like us, or fit into a certain formula
that we have. However as a good leader, it is our responsibility to help people not just be
themselves, but the best versions of themselves that they can be. A good leader therefore
doesn’t aim to create clones of him, but leverages his/her team’s unique strengths for what
they are and all the potential they have. He/she accepts them for who they are.
In this video, Po is about the laziest figure there. He is overweight, lazy, and seems to aspire
to something he can never be. Instead of going the traditional route of teaching the Kung
Fu, Master Shifu tapped into each panda’s hobbies and adapted them so it can become a
way to fight. Realizing the key to teach Po was through motivation by foods, Master Shifu
had felt in Po for his attempt. With that accomplished, Master Shifu taught the art of Kung
Fu in a new efficient way.

3. Analyze Master Shifu coaching leadership traits in the video

The main job of manager is to find the way to motivate his traits. Master Shifu is the perfect
example of the value of a manager in our lives. He found the most efficient motivation to
push his student – Poo up.

a. Poo ability before being trained by master Shifu

At heart, Po was a huge fan of kung fu, as his room was decorated with posters and action
figures of the Furious Five, and he would imagine himself as an unbeatable warrior who
would fight alongside them. Po knew, in detail, many things about kung fu, from
techniques to various weapons and legends. Although this encyclopedic knowledge
showed Po as somewhat of an expert on kung fu, it was only in the form of a fan who
fantasized he could be part of it, not as someone who had any real experience.

Shifu afterwards led Po to the challenging Training Hall, where the members of the Furious
Five were training. Po, thrilled at being in the presence of the Five (who were all observing
him), was nervous but eager to try some kung fu moves. But being an unwary beginner, he
was hurtled, burnt, punched, and thrown through the various obstacles. The Furious Five
later joked about his incompetence, which Po happened to overhear, making him feel
inferior.

Discouraged, Po again fled to food for comfort, and had nearly ravaged the kitchen in the
barracks, punching through cupboards and drawers, even doing a perfect split at one point,
when Shifu discovered him the next morning. He stood amazed, seeing that the panda had
inadvertently showed a knack for kung fu while merely trying to find food in his distressed
state. Shifu decided to use this perceived weakness as a teaching tool to motivate and train
Po.

Led through the Wu Dan Mountains to the Pool of Sacred Tears, Shifu told Po the origins
of kung fu. Po agreed to learn from Shifu, astounded and emotional from finally getting a
chance to live his dream. And so began his first serious step in kung fu training.

b. The way Master Shifu coaching Poo

Initially after being chosen as Dragon Warrior by Master Oogway, that was a huge task to
teach Poo the Kung-fu. At first it seems impossible. As Poo doesn’t know a single move
of it. He was so slouchy all the time. And loves food only.

“ I cannot train you the way I have trained the Five.”

Managers have to find ways to empower employees and encourage their participation and
so do Master Shifu. He had found and developed Poo’s potential in an efficient way to
maximize the productivity. Unlike the Five, Poo did not have the good kungfu base, he
started at the level of zero. That was the reason Master Shifu could not apply any coaching
methods to Poo. The tough situation required a conceptual skill which the manager had to
create a new solution to deal with unsystematic problem. After witnessing that Poo was
currently tearing apart the kitchen and eating everything in sight in his agitation — and
performing some tricks that should have been beyond the panda's abilities as he tried to
reach food that was hidden or out of reach, Master Shifu was amazed and impresses.

Realizing that the key to teaching Po was through proper motivation (food), he proceeded
to take Poo to the Wu Dan Mountains and lifted the panda's spirits by simply asserting he
had faith in him for the attempt. With that accomplished, Shifu started training Po in the
art of kung fu in an entirely new way. Po was put through various exercises, from push-
ups to ten-mile hikes, to balancing soup bowls, defending his own meals from attack, and
a game of keep away, using chopsticks and a dumpling as a reward Master Shifu used this
piece of wisdom on in his training with Po by promising all kinds of food if he manages to
finish his training. When Po finally bested Shifu at the game, and then demonstrated his
emotional growth by declining to eat it as a sign of his overcoming his psychological
dependence on food, he knew that Po was ready to receive the Dragon Scroll and revive
the unlimited power that came with it.

Through determination, and with Shifu's teaching, Po's senses grew sharper, he became
more confident, and in time, had achieved tremendous improvements in body, mind and
spirit. Poo’s great potential was explored and developed in right way under the Master
Shifu’s view and training planning.

4. Analyze coaching leaders’ characteristics in real life

Any manager who hasn’t heard the word ‘coaching’ these days would have to have been
living under a rock. Every manager now needs to be able to share their business experience,
expertise and insights through coaching. The better you are at it, the better you are able to
attract and keep culture and environment within your organization and the better you are
able to attract and keep quality people. Workplace coaching is the process of developing
an individual to contribute to their best by promoting a shift in thinking and behavior.
Coaching also develops initiative; strengthens creativity and promotes innovation. Here are
the six characteristics which distinguish great coaching from other conversations you have
as a manager.
a. Balance
Great coaching isn’t one-sided. There’s an equity in exchange needed, a questioning and
sharing of information and ideas with the full involvement of both you and whoever you’re
coaching. A great coach is able to create balance in the coaching interaction. One thing to
focus on is the watch for the speaking/listening balance. In some conversations, it will be
the coach who does most of the initiating and questioning, but in others it will be the person
being coached.
Example: Henry Ford – the founder of Ford Motor – who was described as “never happier
than when he surrounded himself with like-minded people (his assistants)”. During
working and coaching in factories, he enjoyed communicating and sharing freely with his
people, to head towards mutual goals.
b. Being concrete
Being concrete is another characteristic of great coaching. This is about focusing on what
the coachees can improve, and using language that is very specific to describe it. This is
essential to articulate the specific behaviors and actions needed to achieve it.
For instance, if managers want to coach someone to be a better team player, they need first
to be able to describe exactly what the coachees would need to do and say in order to be a
good team player.
Example: Nick Bollettieri (American Tennis coach of grand slam winners like Andre
Agassi, The Williams Sisters, Maria Sharapova and more). As a talented tennis coach, he
elaborated on and illustrated exactly what the coachees should do (the moves, the speed,..)
to win the matches, achieve their victory and prizes.
 Shared responsibility
Both the coach and coachee share the responsibility for making a coaching conversation as
useful as possible and for the continuous performance following. The improvement is not
only just coach’s responsibility or coachee’s.
Example: Steve Jobs – the founder of Apple. He famously often came down to the Design
lab to spend time with the designers team and give his opinion and guidance on their
prototypes. This shows that the improvement on each Apple’s product is not the
responsibility of only the leader, or the followers. Rather, they’re both in charge of the
performance and results.
 Respect
Another characteristic of a great coach is that they respect the people they are coaching.
They demonstrate that respect through their attitude. Showing that you accept people’s
abilities and good intentions and not inferring that they are stupid or lacking in any way is
a good place to start, as is involving the coachees in ways that make them a fully accepted
players.
Example: Mahatma Gandhi – the greatest leader of India. He empowered a huge nation by
getting the people motivated and believing in themselves through his speeches (Famous
saying: Be the change you want to see in the world). That’s the respect a leader gave his
people.
 Shape
The fifth aspect of great coaching is shape. Skilled coaching involves a distinctive form
that can be followed in very short coaching exchanges, or in more lengthy sessions.
Coaching is shaped so you can:
- Identify the goal or desired outcome of the conversation
- Explore where they are currently at, in relation to that outcome
- Explore options and make a decision about which one to take
- Decide what steps they will take and by when
- Anticipate and overcome any obstacles they may encounter
- Follow-up later, to build accountability
Keep your coaching effectiveness by maintaining balance, keeping things real, sharing
responsibility and demonstrating respect for your coachee – all while continuing to shape
each coaching conversation.

Example: Cesar Milan – an American man who founded a Dog Psychology Center to help
people understand and take care of their dogs well. Training courses with clear goals,
detailed instructions and increasing levels can be found at
https://www.trainingcesarsway.com/
 Social skills and tact
When the leader functions as a coach, the employee can call on him in case of personal
problems. In doing so, various privacy-related situations may be discussed, such as
financial problems, relationship problems or health problems. These sensitive matters must
be handled with tact and professionalism so as to create a safe climate for the employee.
For this reason, it is important that the coaching leader has integrity.
Example: Mark Zuckerberg (Facebook creator) is open to conversations with his
subordinates, granting them with opportunities to speak to him on personal problems. He
also focuses on sensitivity to his people and on group relationships, where members are
highly encouraged to share individual matters.

5. The importance of coaching for leaders and organization

As you progress throughout your career and begin to transition into leadership roles, one
thing becomes abundantly clear, it’s not about you. It’s about the performance of your
team, and the organization.In today’s business environment, coaching plays a vital role due
to a greater appreciation of the value of an organization’s knowledge and human capital.
To achieve critical results and remain competitive, organizations see coaching not only as
a means to shape individual performance but also, increasingly, as a means to build broader
organizational capacity. Because of this, coaching needs to be seen as a type of investment
in the knowledge capital of the organization, and that employees are like a portfolio of
talent in which the manager needs to invest time and energy. Through coaching, managers
help each employee focus on developing those capabilities that will contribute most to both
individual and organizational success.
In the late 1990s, coaching was just starting to surface as a support for leadership
development. Working with my mentor and colleague, Edith Whitfield Seashore, we
developed a coaching model that we called Triple Impact Coaching: Use of Self in the
Coaching Process (2006). Our model was originally designed for project and product
support managers in high-tech companies, but it has since been used globally with leaders
and managers in all types of businesses and industries in public, private, government,
military, academic and not-for-profit organizations.
Triple Impact Coaching focused on the Use of Self as a leader's best instrument of change.
Dr. Charles Seashore—renowned professor author, scholar-practitioner in applied
behavioral sciences, a grandfather of the field of organizational development, and my
teacher in the Masters of Human Systems Intervention Program at Concordia University—
defined Use of Self in his article, Doing Good By Knowing Who You Are. The
Instrumental Self as an Agent of Change (Seashore, Sawver, Thompson, & Mattare, 2004):
"Use of Self is a link between our personal potential and the world of change. It starts with
our understanding of who we are, our conscious perception of our Self, commonly called
the ego, and the unconscious or out of awareness part of our Self that is always along for
the ride, and on many occasions is actually the driver. This understanding of Self is then
linked with our perceptions of what is needed in the world around us and our choice of a
strategy, and a role in which to use our energy to create change. Our focus here is on the
potential for changing one's own world - the world as we perceive it, and to act on it and
leave our mark and legacy for others to appreciate. "
At the time, Triple Impact Coaching was a unique approach to developing coaching as a
competency for leaders and managers because it moved beyond coaching as a separate
activity conducted mostly one-on-one, or in teams. Instead, we focused on the Use of Self
to help leaders and managers understand the impact they had, or could have, on their entire
team as well as on the organization as a whole.

The Triple Impact Coaching model is based on the belief that coaching must be an integral
part of the responsibility of every manager and leader in the company and not a separate
activity conducted by an external coach to correct behaviors. As such, it was, and continues
to be, used proactively to enhance performance at all levels.

Triple Impact Coaching caught on and opened up some new perspectives in the
organizational development field. In his book Managing (2009), Henry Mintzberg
redefined the complex role of the manager in today's workplace. He describes leadership
as departing from the top-down command and control model to one where the manager sits
in the middle of his unit (and the rest of the organization), managing on three planes:
Information, People, and Action. These planes require managers to think systemically and
understand the context of their work as it affects those beyond their direct teams. As a
result, the manager must lead, do, link, communicate, and control in order to achieve their
objectives. Managers need to help the people in their units do what they need to do to be
successful, and at the same time, communicate across the organization and externally to
achieve their desired results.

For Mintzberg, coaching plays a critical role in the development and effectiveness of
leaders and managers. They must learn how to be coached and how to coach others for
success. Accordingly, it is impossible to look at leadership without coaching and vice-
versa. Therefore, coaching is an integral role of leading and managing in the workplace
and is an essential skill for everyone in the organization.

While leaders need to be mindful of all their words and actions – and how they might affect
employees – they also should realize nothing has impact quite like one-on-one
communication. Giving feedback to employees is vital to an organization because it can
improve performance and the company’s bottom line. To make such feedback effective,
leaders and managers should keep in mind issues such as genuinely listening, collaborating
with employees on finding solutions to issues and working to link goals with the
employee’s personality makeup and psychological needs. The overarching goal is to get an
employee sufficiently motivated to achieve results.

People often use sports as an analogy for business or even life. There’s an obvious reason
behind this that goes beyond working together as a team, planning properly and supporting
one another: If you do well in sports, you win something. Everyone knows this. Millions
wouldn’t buy tickets to games or go see sports-related movies if there wasn’t a payoff in
the end. While you don’t need to make your company’s version of the Lombardi Trophy
or Stanley Cup, smart leaders offer incentives to employees who accomplish agreed-upon
goals. This can range from bonus pay to gift cards and prime parking spots – but it’s
important to be careful how rewards are chosen. The process should be transparent, simple
and fair.

Another key component to good coaching is identifying talents in others and properly
leveraging them to better the company and the employee’s career. Finding and developing
talent is one of the most important jobs a leader takes on – the very future of the
organization depends on it.

The bottom line for most employees is that they want to use their abilities to the fullest,
connect with coworkers and achieve a level of autonomy so they can direct their own
efforts. Providing a workplace that can help employees achieve those goals is an important
part of coaching.But doing so requires focused, intelligent effort that creates job
satisfaction, trust, learning opportunities and the freedom to be creative.Focusing on these
issues can lead to better coaching within your workplace and a motivated, satisfied staff
who one day will be ready to step up and take on a wider range of organizational
responsibilities. Nothing else a leader does has such a lasting impact.
Coaching in organization and leadership settings is also an invaluable tool for developing
people across a wide range of needs. The benefits of coaching are many; 80% of people
who receive coaching report increased self-confidence, and over 70% benefit from
improved work performance, relationships, and more effective communication skills. 86%
of companies report that they recouped their investment on coaching and more (source:
ICF 2009).
Coaching provides an invaluable space for personal development. For example, managers
are frequently presented with employees struggling with low confidence. The traditional
approach would be to send them to an assertiveness course and hope this addresses the
issue. In the short-term, the employee learns new strategies for communicating which may
improve confidence. Unfortunately, in isolation these courses rarely produce a sustained
increase in confidence. Although external behavior may change; it needs to be supported
by changes in their internal thought processes. This is often where coaching is most
effective. Managers should not underestimate the impact of coaching on their people as it
frequently creates a fundamental shift in their approach to their work. For example,
increased self-confidence enables employees to bring more of themselves into the
workplace. This results in employees being more resilient and assertive.
In conclusion, good coaching skill would brings to both individuals and organization
various benefits:
 Empowers individuals and encourages them to take responsibility
 Increases employee and staff engagement
 Improves individual performance
 Helps identify and develop high potential employees
  Helps identify both organizational and individual strengths and development
opportunities
 Helps to motivate and empower individuals to excel
 Demonstrates organizational commitment to human resource development
6. Advantages and disadvantages of coaching leadership
Advantages:
This leadership style produces a positive workplace environment
Leaders who utilize the coaching leadership style are able to create a stable, positive
workplace environment. That is because the goal of this leadership style is to help others
be able to improve their own personal performance. They will provide important feedback
to the person to encourage them how to make it through a difficult situation.
Create clear and well-oriented strategies for efficient teamwork process
Coaching leaders share the expectations openly and clearly to ensure that everyone knows
what is expected of them. These leaders make sure there are no questions left unanswered
before a project is started. This process makes it possible for an entire team to understand
what the overall strategy of a project or concept happens to be, which gets everyone onto
the same page.

It increases individual worker’s skill competency

Coaching leadership involves high levels of personal mentorship. These mentoring
processes are directly associated with the potential to improve skill competence levels.
Not only does this improve productivity levels and the quality of work being performed,
it also sets the stage for future leaders to continue using the coaching leadership style
when they are able to get promoted and keep, making them well-prepared to take on
leadership role in the future.
The coaching leadership style can create competitive advantages
The increased level of skills of the personnel serves as a means of competitive advantage
for an organization (Tansky & Cohen, 2001). One of the biggest issues facing
organizations today is turnover. When companies lose an employee, they are losing
someone with soft skills that are difficult to imitate. That is why large training
investments are put into the new employee orientation process. When coaching leaders
are present, turnover rates go down. More soft skills are retained and enhanced. That
makes it possible for a company to attain a competitive advantage in their industry.
Coaching turns weaknesses into strengths
Leaders who practice the coaching style are able to recognize core weaknesses in the
professional development of each direct report. They can then implement a plan of action
which addresses these issues, which helps to turn those current weaknesses into eventual
strengths. This makes it possible to increase the overall work performance at the
individual level. When multiple individuals receiving mentoring, then an entire team or
organization can experience increase work productivity as well.
Disadvantages
It takes time for the coaching leadership style to be effective.
The coaching leadership style is one of the least-used management styles in the modern
workplace. Leaders aren’t using this option for one basic reason: they don’t feel like they
have the time to stop and help others with their own responsibilities. It requires a lot of
time and plenty of patience for this leadership style to start producing results. Some
companies may not be in a position where they can make such an upfront investment.

Coaching leaders must be skilled in leadership.

The effectiveness of a mentoring or coaching relationship is dependent upon the skills of
the leader involved. When the characteristics of coaching leadership are implemented
poorly, or they are integrated ineffectively, then it can create problems on multiple levels.
Without proper skills, there is a greater risk that individuals will receive advice that
doesn’t address specific skill development areas, even though the intent is to do so.

Mentoring is not always the right approach.

Some situations can be improved by the coaching leadership style. When a coaching
leader is forced to work harder than the person being mentored to create results, then
you’ve created an equation that will lead to frustration and disappointment. Coaching
requires a collaborative relationship. It will not solve universal problems or create quick
fixes. If someone is not invested, then a coach isn’t going to change their mind.

It requires specific coaches for each situation.

You must be able to find the right leader when wanting to implement a coaching
leadership style at the professional level. Great coaches don’t always translate into great
leaders for a specific organization. There needs to be chemistry between the manager and
the direct reports for this style to be effective. If there’s no trust right at the beginning,
then you must move on to the next candidate. Great coaching leaders draw upon their
own life experiences and have specific training in this management style. You must be
leery of anyone who says they use this style, but does not believe in training or
experience for implementation.

The advantages and disadvantages of the coaching leadership style show a number of key
benefits are possible. They also show that without good mentoring skills, a coaching
leader will be ineffective. There must be time, and plenty of patience, available to allow
for the formation of positive results. If time and patience investments are not made, then
the mentoring process will not be successful.
 IV. RECOMMENDATION
To begin with, let look again at the traits of good coaching leadership in master Shifu. The
very first one to mention is his amazing conceptual skill in creative thinking and problem
solving: he finds an alternative method of training for Po rather than using the traditional
one which he used for the Furious Five. The way he solves the problem of training Po is
simply spectacular, by taking advantage of Po’s love for food – which can be understood
as one of his weakness. Master Shifu also show that he has deep respect and trust in his
disciple. He reconfirms Po’s dream, and acknowledges the panda’s determination. When
Shifu asks Po if he wants to learn kung fu, his response to the panda's impassioned "Yes!"
says that he knows Po can be trained after all. In the end, all of Shifu’s efforts and
expectation finally paid off: Po defeats Tai Lung, the villain, and bring peace to the world.

However, master Shifu still has his flaws, for anyone who had watched the movie, he or
she would know that Shifu already had Tai Lung as the first disciple even before the
Furious Five, who later become the main antagonist of the movie. Fully convinced that Tai
Lung would become the Dragon Warrior, Shifu set him to train hard, neglecting to teach
him humility and the spiritual side of Kung Fu. When Oogway denied Tai Lung the Dragon
Scroll, Shifu didn't step in to defend or comfort his adoptive son. Tai Lung had come to
feel that he was worthy of Shifu's love only by becoming the Dragon Warrior and took this
withdrawal of unconditional support as betrayal, trying to take the Dragon Scroll by force.
Upon being beaten by his adoptive son years later, Shifu confesses that he unwittingly
turned Tai Lung into a villain due to his prideful love blinding him. In conclusion, Shifu
had used the wrong method of leadership to Tai Lung. If he had taken efforts to ensure Tai
Lung was taught humility, Tai Lung wouldn't have gone down the dark path when he was
denied the Dragon Scroll by Oogway.

Throughout the first half of the movie, Shifu has been cold toward his disciples, he only
shows concern about the kung fu techniques of his pupils and is downright mean to
everyone who does not meet his impossibly high standards (while his contempt is
completely focused on Po for much of the story, the Furious Five get their share before Po
enters the stage). It can be understood as a consequence of his past with Tai Lung. After
what happened to his first disciple, he became bitter and resentful, leading him to have an
emotionally abusive attitude toward Tigress, who he would often criticize (along with the
others), if she didn't meet his incredibly high standards. Shifu repeatedly says Po doesn’t
deserve to be the Dragon Warrior or to be taught kung-fu, and goes out of his way to make
him quit. A good teacher is not selective about who to teach, but accepts all who wish to
learn from them.

Fortunately, he has realized what mistake he made, and change his point of view when
training Po. This is another trait of leadership that everyone must have but rarely realize:
admitting his/her own mistake or weaknesses and find ways to overcome them.The video
shows that master Shifu is a well-written example of how a good leader and in particular,
a good teacher, is. However, had he treated his previous disciples the same way as he treats
Po, such bad things in the movie would have not happened, Tai Lung would not have turned
to the dark path and the teacher and his disciples would have a happy life altogether. But
then he would not have to train Po and there would not be any Kungfu Panda movie for us
to watch. In other words, in the future, if Shifu treats other disciples the same as Po, use
the right method with the right person, and avoid making the mistakes in the past like he
had done with Tai Lung, he will be the perfect model of what a great teacher look like.
 V. CONCLUSION
According to Stephen P. Robbins and Mary Coulter, leadership is a process of leading
a group and influencing that group to achieve its goals. This is a crucial and important skill
to an organization. A good leadership is needed to move the organization into the future.
Therefore, an organization also needs effective leaders who have ability to help their
groups accomplish their goals.
In this report, we have shown that there are many leadership styles and traits.
However, as we can see, no leadership style is always effective to every situation. To select
the most suitable leadership style to each circumstance, the leader needs to consider
situational factors such as employee characteristics, leader-member relationship. In
addition, leadership trait theories indicate that there are 7 traits associated with leadership:
Drive; desire to lead; honesty and integrity; self-confidence; intelligence; job-relevant
knowledge; extraversion.
Generally, leaders deal not only with the work but also their followers. they should
know that leadership can be situational, depending on the needs of team. Sometimes, their
subordinates need close relationship with leaders. Or in other cases, they need a new style
of leadership; a leader can tell them clearly what and how to do. A good leader is a person
who can understand employees, understand the situation his/her team is facing with. Hence,
with their traits, great leaders will analyze the matter and choose their leadership style so
that they can lead their employees well to reach their goals.
 VI. REFERENCES
https://tvtropes.org/pmwiki/pmwiki.php/Characters/KungFuPandaTheJadePalace
https://www.trainingcesarsway.com/
https://kungfupanda.fandom.com/wiki/Shifu