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Organizations are increasingly complex, requiring flexibility to implement significant, rapid change that goes beyond the ability of an individual leader or CEO. A high-performing and cohesive leadership team is critical for success. Leadership Team Coaching in Practice presents enlightening case studies on how leadership team coaching techniques have been applied internationally across a variety of team types and industries, including professional services, pharmaceuticals, airlines, healthcare and finance. With expert contributions from chief executives, team coaches, team leaders and consultants, this practical guide illustrates best practice tailored to the needs of each organization.

This updated 2nd edition of Leadership Team Coaching in Practice includes new case studies and addresses hot topics in systemic leadership coaching theory. Answering questions such as how do you get the most from working across multiple teams? how should inter-team coaching be approached? and how do you coach millennials and tech start-ups?, it helps foster collective transformational leadership, whatever the business sector and type of team. Ideal for executive coaches, organizational development consultants (OD), HR leaders and aspiring managers, it shows how to develop leadership teams that can implement strategic change effectively and sustain competitive advantage.

정보제공 :

Chapter - 01: Introduction - Highly Effective Teams; The Latest Research and Development [Peter Hawkins];
Chapter - 02: What are Leadership Team Coaching and Systemic Team Coaching? [Peter Hawkins];
Chapter - 03: Learning from Case Studies and an Overview of Published Case Studies [Peter Hawkins, Catherine Carr and Jacqueline Peters];
Chapter - 04: Coaching the Commissioning and Clarifying - A Case Study of a Professional Services Leadership Team [Hilary Lines];
Chapter - 05: Coaching the Co-Creating within the Team - Two Case Studies from Canada [Catherine Carr and Jacqueline Peters];
Chapter - 06: Coaching the Connecting between a New CEO, Her Leadership Team and the Wider Middle Management in a UK National Health Service Organization [Jacqui Scholes-Rhodes and Angela McNab];
Chapter - 07: Coaching the Team Working with its Core Learning [Sue Coyne and Judith Nicol];
Chapter - 08: Team Coaching as Part of Organizational Transformation - A Case Study of Finnair [David Jarrett];
Chapter - 09: Team Coaching for Organizational Learning and Innovation - A Case Study of an Australian Pharmaceutical Subsidiary [Padraig O''Sullivan and Carole Field];
Chapter - 10: Inter-Team Coaching - From Team Coaching to Organizational Transformation at Yeovil Hospital Foundation Trust [Peter Hawkins and Gavin Boyle];
Chapter - 11: Developing an Effective ''Team of Teams'' Approach in Comair [Barbara Walsh, Danny Tuckwood, Erik Venter, Geraldine Welby-Cooke, Tracey Mccreadie, Justin Dell, Peter Hawkins];
Chapter - 12: Empowering the Next Generation of Team Leaders in Fast-Moving Startups [Shannon Hall];
Chapter - 13: Evaluation and Assessment of Teams and Team Coaching [Peter Hawkins];
Chapter - 14: Coaching the Board - How Coaching Boards is Different from Coaching Executive Teams, with Case Examples from the Private, Public and Voluntary Sectors [Peter Hawkins and Alison Hogan];
Chapter - 15: Embodied Approaches to Team Coaching [Peter Hawkins and David Presswell];
Chapter - 16: Developing the Personal Core Capacities for Systemic Team Coaching [Peter Hawkins];
Chapter - 17: Training Systemic Team Coaches [Peter Hawkins and John Leary-Joyce];
Chapter - 18: Team Coaching - Where Next? [Peter Hawkins]