Perhaps a better question is should it be done and should I attempt it.
I must begin by pointing out that I am not a manager (yet!) and the person I am referring to is a peer. This individual has a significant strength in terms of understanding the technical details of the products we manufacture and sell. This individual is also very disciplined and regimented in their consistent application of processes and systems for addressing the day-to-day requirements of the job.
The problem is this person's approach with team members and general lack of professionalism has all but eliminated their credibility costing our team the benefit of applying and learning from their strengths to our work. They talk down to team members, attempt to exercise authorities they clearly do not have, and frequently turn meetings and conversations into a power-play. It seems the problem is being ignored or at the very least allowed to continue.
If this person reported to me, I could overtly provide feedback and coaching. As a peer, with whom I have a decent relationship despite their behaviors, I cannot overtly take on a coaching/feedback process without invitation. Does the feedback model still work? Is it "galactically" stupid of me to try and address this?