It's the rare individual who has the exact same style and set of behaviors at work as they do at home. There are many legitimate reasons for this. When asked why they have different behaviors and actions, people usually answer that the work takes place in a completely different environment and requires adaptations to that environment. They report to a supervisor, which creates a somewhat subservient role. There are also daily pressures, stressors, deadlines, lack of autonomy, and other low-power situations over which one has very little control. At home, one would generally not reproduce any of this. It's more about shared responsibility with a partner and generally more control over daily, weekly and long-term goals and desired outcomes. In other words, a lot more choice in material. Therefore, the style, behavior and actions one is responsible for are much more in tune with a person's actual style and personality than what is demonstrated on the job. I have been both a work coach and a personal coach. I find the role of a work coach to be much easier, as a person's responsibility may be primarily to guide, teach or even direct behavior or methods. Some people talk about external coaching. A personal coach, working with someone on their personality, values, beliefs and aspirations, is engaged in a personality or attitude situation, or what might be called internal coaching. People can very easily adjust their behavior depending on their motivation level. It is very difficult to change your personality or lifestyle. However, with the right inspiration and desire, it can be done. Evaluation I chose to do the evaluation of Case 9-2 twice; once, as if I was answering it from the perspective of a work coach...... middle of paper ......inter-productive and ineffective. An adaptive coach combining several styles is a more optimal approach (Aguinis, 2009). In conclusion, my plan is to use all four styles with equal ease. There should be an almost seamless evolution from one style to another; a seamless transition designed to meet participant needs while achieving results. Based on past experience, this is much easier said than done, but it is certainly a noble endeavor. References Aguinis, H. (2009). Performance management. (2nd ed.). Upper Saddle River, New Jersey: Pearson Prentice Hall Hersey, P. (1984). The situational leader. New York: Warner. Hersey, P. and Blanchard, K. H. (1977). Organizational behavior management. Upper Saddle River, NJ: Prentice Hall. Smith, D. (1999). Make success measurable. New York: John Wiley & Sons