Leadership Team Coaching in Practice

Case Studies on Creating Highly Effective Teams
Herausgeber: Hawkins, Peter

• Gebundenes Buch

Produktbeschreibung

Develop high-performing transformational leadership teams within any organization by learning from best practice case studies from around the world.

Produktdetails

• Verlag: Kogan Page
• 3rd edition
• Seitenzahl: 472
• Erscheinungstermin: 22. Februar 2022
• Englisch
• Abmessung: 234mm x 156mm x 37mm
• Gewicht: 839g
• ISBN-13: 9781789666236
• ISBN-10: 1789666236
• Artikelnr.: 61487992

Autorenporträt

Peter Hawkins is Professor of Leadership at Henley Business School, UK and a visiting professor at the University of Bath, UK and Oxford Brookes University, UK. Based in Bath, UK, he is the President of the Association of Professional Executive Coaching and Supervision (APECS) and the founder and emeritus chairman of Bath Consultancy Group and chairman of Renewal Associates. He has worked with many leading companies internationally, co-designing and facilitating major change projects and coaching boards and leadership teams. A regular keynote speaker at international conferences, he is also the author of several books including Leadership Team Coaching, also published by Kogan Page.

Inhaltsangabe

Chapter - 01: Introduction: High value-creating 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 Connections: Inter-team
coaching at Yeovil Hospital Foundation Trust [Peter Hawkins and Gavin
Boyle]; Chapter - 07: Coaching the team working with its core learning [Sue
Coyne and Judith Nicol]; Chapter - 08: Systemic team coaching: co-creation
by four teams - A Japanese case study: Kyoto Toyota Motor Company
[Hidetoshi Tajika]; Chapter - 09: Team coaching for organizational learning
and innovation: A case study of an Australian pharmaceutical [Padraig
O'Sullivan and Carole Field] Chapter - 10: The team coaching journey with a
leadership team in a period of transformation [Olivia Chauvain, Claire
Forest, Fanny Sensen and Christophe Mikolajczak]; Chapter - 11: Systemic
Team Coaching combined with a leadership team coaching program: Peel Police
Canada [Heather Clayton, Catherine Carr and Nishan Duraiappah]; Chapter -
12: Developing an effective 'team of teams' approach in Comair [Barbara
Walsh, Danny Tuckwood, Erik Venter, Geraldine Welby-Cooke, Tracey Mccreadie
and Justin Dell, Peter Hawkins]; Chapter - 13: A medley of team coaching
vignettes: challenges and innovation [Peter Hawkins, Helen Zink, Nathalie
Lerotic Pavlik and Nqobekile Dorah Manyoni, Monica Callon, Lucy Shenouda
and Ralph Cochrane, Declan Woods]; Chapter - 14: Assessment and evaluation
of teams and team coaching [Peter Hawkins]; Chapter - 15: 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 - 16: Creating a 'teaming', and 'team of teams'
culture and a strategy for team coaching [Peter Hawkins]; Chapter - 17:
Embodied approaches to team coaching [Peter Hawkins and David Presswell];
Chapter - 18: Developing the personal core capacities for systemic team
coaching [Peter Hawkins]; Chapter - 19: Training systemic team coaches
[Peter Hawkins, John Leary-Joyce and Hilary Lines]; Chapter - 20: Systemic
team coaching - where next? [Peter Hawkins and Krister Lowe]