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Harvey presents an important new theory in leadership which demonstrates how to coach successful choice-making.
Harvey presents an important new theory in leadership which demonstrates how to coach successful choice-making.
Produktdetails
- Produktdetails
- Verlag: Taylor & Francis
- Seitenzahl: 210
- Erscheinungstermin: 10. Dezember 2014
- Englisch
- Abmessung: 234mm x 156mm x 13mm
- Gewicht: 476g
- ISBN-13: 9780415742078
- ISBN-10: 0415742072
- Artikelnr.: 41242485
- Verlag: Taylor & Francis
- Seitenzahl: 210
- Erscheinungstermin: 10. Dezember 2014
- Englisch
- Abmessung: 234mm x 156mm x 13mm
- Gewicht: 476g
- ISBN-13: 9780415742078
- ISBN-10: 0415742072
- Artikelnr.: 41242485
Michael Harvey is one of Europe¿s most experienced leadership coaches. Based in London, UK, he is an organizational psychologist and the author of Interactional Coaching: Choice-focused learning at work (Routledge, 2012).
Preface: The current crisis in leadership: How can interactional leadership coaching help? Part One - What is Interactional Leadership? Prologue: The Choice-focused Leader 1. The Achievement Cycle and the Art of Leadership Choice-making 2. The Psychology of Interactional Leadership and its Ethical and Multirole Dimensions 3. The Psychology and Neuroscience of Choice and the Philosophy of Interactional Leadership Part Two - Coaching the choice-focused leader: Interactional Leadership coaching in practice 4. Coaching the Non-resourcing Leader: `Draculä in the boardroom: The case of Blake S. 5. The Practical Techniques of Interactional Leadership Coaching 6. Coaching the non-strategizing leader: `Zombie leadership
: The case of Arjun J. 7. Coaching the non-delivering leader: `Blocked at every turn
: The case of Deborah K. Part Three
The multiplicity of leadership roles
and how to coach them 8. The Global Leader, the Entrepreneur and the Chair of the Board: Coaching across the spectrum 9. The Team Leader: Creating the dialectical team 10. The Potential Leader: Coaching the rising star and the gender gap in leadership 11. The Thought Leader: Coaching creative and intellectual leadership 12. The Influence of the Group in Leadership: Coaching the board Part Four - Interactional leadership in the public domain 13. From Steve Jobs to Hamlet: The art of the choice-focused leader in business, politics and literature Part Five
Choosing the Future: Leaders and coaches 14. Engaging with Choice: Ethical issues for leaders and leadership coaching 15. Difficult Leaders: Addressing the paradox of leadership coaching 16. Choosing the Future: What decisions lie in store for leaders and their coaches?
: The case of Arjun J. 7. Coaching the non-delivering leader: `Blocked at every turn
: The case of Deborah K. Part Three
The multiplicity of leadership roles
and how to coach them 8. The Global Leader, the Entrepreneur and the Chair of the Board: Coaching across the spectrum 9. The Team Leader: Creating the dialectical team 10. The Potential Leader: Coaching the rising star and the gender gap in leadership 11. The Thought Leader: Coaching creative and intellectual leadership 12. The Influence of the Group in Leadership: Coaching the board Part Four - Interactional leadership in the public domain 13. From Steve Jobs to Hamlet: The art of the choice-focused leader in business, politics and literature Part Five
Choosing the Future: Leaders and coaches 14. Engaging with Choice: Ethical issues for leaders and leadership coaching 15. Difficult Leaders: Addressing the paradox of leadership coaching 16. Choosing the Future: What decisions lie in store for leaders and their coaches?
Preface: The current crisis in leadership: How can interactional leadership coaching help? Part One - What is Interactional Leadership? Prologue: The Choice-focused Leader 1. The Achievement Cycle and the Art of Leadership Choice-making 2. The Psychology of Interactional Leadership and its Ethical and Multirole Dimensions 3. The Psychology and Neuroscience of Choice and the Philosophy of Interactional Leadership Part Two - Coaching the choice-focused leader: Interactional Leadership coaching in practice 4. Coaching the Non-resourcing Leader: `Draculä in the boardroom: The case of Blake S. 5. The Practical Techniques of Interactional Leadership Coaching 6. Coaching the non-strategizing leader: `Zombie leadership
: The case of Arjun J. 7. Coaching the non-delivering leader: `Blocked at every turn
: The case of Deborah K. Part Three
The multiplicity of leadership roles
and how to coach them 8. The Global Leader, the Entrepreneur and the Chair of the Board: Coaching across the spectrum 9. The Team Leader: Creating the dialectical team 10. The Potential Leader: Coaching the rising star and the gender gap in leadership 11. The Thought Leader: Coaching creative and intellectual leadership 12. The Influence of the Group in Leadership: Coaching the board Part Four - Interactional leadership in the public domain 13. From Steve Jobs to Hamlet: The art of the choice-focused leader in business, politics and literature Part Five
Choosing the Future: Leaders and coaches 14. Engaging with Choice: Ethical issues for leaders and leadership coaching 15. Difficult Leaders: Addressing the paradox of leadership coaching 16. Choosing the Future: What decisions lie in store for leaders and their coaches?
: The case of Arjun J. 7. Coaching the non-delivering leader: `Blocked at every turn
: The case of Deborah K. Part Three
The multiplicity of leadership roles
and how to coach them 8. The Global Leader, the Entrepreneur and the Chair of the Board: Coaching across the spectrum 9. The Team Leader: Creating the dialectical team 10. The Potential Leader: Coaching the rising star and the gender gap in leadership 11. The Thought Leader: Coaching creative and intellectual leadership 12. The Influence of the Group in Leadership: Coaching the board Part Four - Interactional leadership in the public domain 13. From Steve Jobs to Hamlet: The art of the choice-focused leader in business, politics and literature Part Five
Choosing the Future: Leaders and coaches 14. Engaging with Choice: Ethical issues for leaders and leadership coaching 15. Difficult Leaders: Addressing the paradox of leadership coaching 16. Choosing the Future: What decisions lie in store for leaders and their coaches?