For Coaching Association

Leadership Coaching

Working with Leaders to Develop Elite Performance
Herausgeber: Passmore, Jonathan

• Broschiertes Buch

Produktbeschreibung

Revised and updated, the second edition of "Leadership Coaching" draws on the top coaching practitioners thinking and writing to present an in-depth understanding of the tools, techniques, and frameworks that can be used to enhance the coach/coachee relationship.The editor, Jonathan Passmore, has included four brand-new chapters on conversational leadership, team leadership, complexity-based leadership, and strengths-based leadership. Additionally, all the previously existing chapters have been updated in their content, case studies/examples, and references. Each chapter will include an introduction, brief overview, evidence, application, case study, and conclusion, to make this an essential guide for coaches.

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Produktdetails

• Verlag: Kogan Page
• Seitenzahl: 386
• Erscheinungstermin: 1. Juli 2015
• Englisch
• Abmessung: 234mm x 156mm x 21mm
• Gewicht: 585g
• ISBN-13: 9780749473297
• ISBN-10: 0749473290
• Artikelnr.: 42316070

Autorenporträt

Jonathan Passmore is an occupational psychologist and a coaching supervisor. He has wide business consulting experience, having worked for PricewaterhouseCoopers and IBM Business Consulting, and as a chief executive and company chairman in the sports leisure sector. He is based at the School of Psychology, University of East London, and is Director for the Coaching and Coaching Psychology programs. He is co-author of Appreciative Inquiry for Change Management and Top Business Psychology Models, and he is editor of Excellence in Coaching, Diversity in Coaching and Psychometrics in Coaching (Kogan Page). Contributors Juliette Alban-Metcalfe is an organizational psychologist and managing director at Real World Group. Dr. Reuven Bar-On is Adjunct Professor of Psychology at the University of Texas. Dr. Juanita Brown is the co-founder of the World Café. Dr. Stefan Cantore is a Senior Teaching Fellow in Organizational Behaviour and HRM at the University of Southampton Business School. Peter Clough is Professor of Applied Psychology at Manchester Metropolitan University. Stuart Duff is a partner and head of development at Pearn Kandola. Martin Egan is an organizational development and coaching consultant. Gerard Fitzsimmons is head of Coaching Services at Hay Group in the UK. Adrian Furnham is Professor of Psychology at the University of London. Dr. Marshall Goldsmith is a New York Times best-selling author and editor. Samantha Guise is a writer and product developer. Jean Hartley is Professor of Public Leadership in the Department of Public Leadership and Social Enterprise at the Open University Business School. Nollaig Heffernan is a psychologist and consultant specializing in leadership and team building. Ho Law is a chartered occupational psychologist. Graham Lee is managing director of The Thinking Partnership. Glenn Mead is a full-time coaching consultant with Real World Group. Dr. Doug MacKie is a business psychologist and executive coach. Dr. Nicola Naughton is a Lecturer at the University of Aberdeen Business School. Judith Okonkwo is a business psychologist. Barry Oshry is co-director of Power + Systems, Inc. Jonathan Perks MBE is Honorary Visiting Professor in Leadership at Cass Business School. Kate Pinder is a Senior Associate with Warwick University. Ian Roberts is a principal with The Thinking Partnership. Ceri Roderick is a partner and leads the assessment business at Pearn Kandola. Dave Snowden is the founder and chief scientific officer of Cognitive Edge. Doug Strycharczyk is MD for AQR Ltd. John Tomlinson works with executives and senior teams, providing support through coaching and change management. Lee Travers is CEO of Clareo Potential. Katherine Tulpa is the Executive Director of Wisdom8. Declan Woods is a board and executive level leadership coach, business psychologist, and management developer. Georgina Woudstra works with CEOs, board, and executive directors in a wide variety of organizations.

Inhaltsangabe

About the contributors Foreword by W Timothy Gallwey Acknowledgements
Introduction Professor Jonathan Passmore
01 Leadership coaching Professor Jonathan Passmore Introduction The
opportunities of concepts and frameworks Evidence-based coaching: the
importance of research Working with senior leaders: servant leadership
Conclusions References
02 Coaching for authentic leadership Graham Lee and Ian Roberts
Introduction The authentic leadership model The reflective stance in
authentic leadership Defiant and compliant leadership Theoretical and
research underpinnings Using the authentic leadership model with coachees
Working with particular tools and approaches Coaches' self-awareness Case
study Conclusions References and further reading
03 The integrated leadership model Doug Strycharczyk, Professor Peter
Clough and Dr Nollaig Heffernan Introduction The integrated leadership
model The research Using the integrated leadership model with coaches
Working with the specific scales Case study Conclusions References Further
reading
04 Coaching for emotionally intelligent and inspiring leadership Jonathan
Bowman-Perks, Lee Bowman-Perks and Dr Reuven Bar-On Introduction The
emotionally intelligent leadership model The Bar-On model of EI The
research The six most important EI factors that predict inspiring and
successful leadership Using the emotionally intelligent leadership model
with coachees Case study Conclusions References
05 The Leadership Radar™ Stuart Duff and Ceri Roderick Introduction The
leadership model The research Using the model with coachees Case study
Conclusions References
06 An Asian perspective on leadership coaching: Sun Tzu and The Art of War
Dr Ho Law Introduction The Art of War model of leadership Using the model
with coachees Power of leadership (Essay 5) Operational leadership Peak
performance: form and condition (Essay 4) Nine modes of operation
Operational management (manoeuvring the army) (Essay 9) Communication
(Essay 7) Change leadership: weaknesses and strengths (Essay 6) Case study
Conclusions References and further reading
07 Coaching for Icarus leadership: Helping leaders who can potentially
derail Professor Adrian Furnham Introduction Leadership model: the Icarus
syndrome The research Using the model with coachees Who learns what from
coaching? Conclusions References and further reading
08 Coaching for integral leadership Martin Egan Introduction The leadership
model The research Using the integral framework with coachees Quadrant
inquiry Case study Conclusions Acknowledgements References and further
reading
09 Coaching political leaders Professor Jean Hartley and Kate Pinder
Introduction The leadership model The research underpinning the leadership
model Using the model with coachees Leadership development for politicians
Case study Conclusions References
10 Leadership coaching with feedforward Dr Marshall Goldsmith Introduction
The coaching feedforward model What holds us back? How the success delusion
makes us superstitious Making the changes we need to make Using feedforward
with coachees Eleven reasons to try feedforward Conclusions Reference
11 Coaching from a systems perspective Barry Oshry Introduction The
leadership model The research: lessons from the Power Lab and the
Organization Workshop Using the systems model with coachees: converting
system blindness to system sight Systemic coaching Case study Conclusions
References
12 Coaching for transactional and transformational leadership Juliette
Alban-Metcalfe and Glenn Mead Introduction The concept of transactional and
transformational leadership Bass's 'full range of leadership' model
Research into Bass's model of transformational leadership using the MLQ
Transactional and transformational leadership in the 21st century Using the
transactional and transformational leadership model with coachees
Introducing formal leadership models in coaching Background research on the
organization's culture Contextualizing the models Understanding the
coachee's context Understanding leadership style impact Coaching for
leadership development with 360-degree feedback Coaching for leadership
development without 360-degree feedback Case study Conclusions References
and further reading
13 Coaching for leadership style Gerard Fitzsimmons and Samantha Guise
Introduction The Hay Group leadership model The research Using the
leadership styles model with coachees Case study Conclusions References and
further reading
14 Strategy coaching Declan Woods Introduction The strategy models Using
the strategic model with senior coachees Case study Conclusions References
and further reading
15 Coaching global top teams Katharine Tulpa and Georgina Woudstra
Introduction What is different about teams at the top? Researching elite
performance in top teams Elite performance requires positive conflict
Working with top-team coaches Top-team interventions Case study Using tools
and techniques with the top team Conclusions Acknowledgement References and
further reading
16 Coaching using leadership myths and stories: an African perspective
Judith Okonkwo Introduction Ubuntu: a leadership model The research Using
Ubuntu-inspired leadership techniques with coachees Case study Conclusions
References and further reading
17 Coaching for conversational leadership Dr Stefan Cantore and Dr Juanita
Brown Introduction Conversation Conversational leadership Theoretical
underpinnings Applying the framework to coaching practice Developing as a
conversational coach Conversational coaching behaviours Coaching that
enables conversational leadership Case study Conclusions References
18 Coaching for team leadership: using the Belbin 'team roles' model John
Tomlinson and Dr Nicola Naughton Introduction The Belbin team roles model
The evidence associated with the model Using the team roles model with
coachees Case study Conclusions Acknowledgement References
19 Coaching for strength-based leadership Dr Doug MacKie Introduction The
strength-based leadership model Strengths definitions Strengths development
Strengths and performance The strength-based leadership coaching model
Evidence for the strength-based approach Using the strength-based
leadership coaching model with coachees Case study Conclusions References
20 Coaching with complexity-informed leadership Dave Snowden Introduction
The Cynefin framework Research basis Using Cynefin with coaches Case study
Conclusions References Association for Coaching Index