Atnaujinkite slapukų nuostatas

El. knyga: Leadership Team Coaching: Developing Collective Transformational Leadership

  • Formatas: 488 pages
  • Išleidimo metai: 03-Jun-2021
  • Leidėjas: Kogan Page Ltd
  • Kalba: eng
  • ISBN-13: 9781789667462
Kitos knygos pagal šią temą:
  • Formatas: 488 pages
  • Išleidimo metai: 03-Jun-2021
  • Leidėjas: Kogan Page Ltd
  • Kalba: eng
  • ISBN-13: 9781789667462
Kitos knygos pagal šią temą:

DRM apribojimai

  • Kopijuoti:

    neleidžiama

  • Spausdinti:

    neleidžiama

  • El. knygos naudojimas:

    Skaitmeninių teisių valdymas (DRM)
    Leidykla pateikė šią knygą šifruota forma, o tai reiškia, kad norint ją atrakinti ir perskaityti reikia įdiegti nemokamą programinę įrangą. Norint skaityti šią el. knygą, turite susikurti Adobe ID . Daugiau informacijos  čia. El. knygą galima atsisiųsti į 6 įrenginius (vienas vartotojas su tuo pačiu Adobe ID).

    Reikalinga programinė įranga
    Norint skaityti šią el. knygą mobiliajame įrenginyje (telefone ar planšetiniame kompiuteryje), turite įdiegti šią nemokamą programėlę: PocketBook Reader (iOS / Android)

    Norint skaityti šią el. knygą asmeniniame arba „Mac“ kompiuteryje, Jums reikalinga  Adobe Digital Editions “ (tai nemokama programa, specialiai sukurta el. knygoms. Tai nėra tas pats, kas „Adobe Reader“, kurią tikriausiai jau turite savo kompiuteryje.)

    Negalite skaityti šios el. knygos naudodami „Amazon Kindle“.

Organizations are most effective when the teams responsible for their success work together collectively and in a dynamic relationship with the rest of the company. For those involved in developing leadership teams, understanding coaching practices and techniques is essential for enabling the best performance.

Leadership Team Coaching provides a comprehensive roadmap for team coaching, explaining all the key elements alongside practical tools and techniques for developing international and virtual teams, executive and non-executive boards and project and account teams in all types of organizations. Featuring case studies and insights from organizations including Deloitte and General Electric (GE), it also contains guidance on choosing the best team coach, creating a team-based culture and common pitfalls to avoid.

This fully updated fourth edition of Leadership Team Coaching contains new material on agile teaming, using digital team coaching apps and AI, and training team leaders to coach their own team. It remains an indispensable resource for coaches and senior leaders as well as for those studying coaching as part of a degree or coaching qualification.



Develop collaborative and effective leadership teams to create high-performing organizations with this popular guide by leading coaching expert, Peter Hawkins.

Recenzijos

"This book is deservedly a business canon of the twenty first century. A seminal text used worldwide whenever team coaching is considered. In this fourth edition, Prof. Peter Hawkins includes new material that keeps this classic text current and introduces new ideas to push the industry forward. A must have!" * Dr Marc Kahn, Global Head of People & Organisation, Investec Plc and Visiting Professor at Middlesex University, London * "In the decade since the first edition of Leadership Team Coaching was written much has changed and in this new edition, Hawkins expands our vision of team coaching adding new approaches and tools to support each step in the process. He reminds us anew that no transformation can be led by a great individual or heroic leaders in these historically challenging times; instead, we need high value creating teams able to provide collective leadership. His final chapter highlights the historically challenges times we are living in and creates a thought-provoking agenda for moving forward. A must read for all coaches!" * Pam McLean, Ph.D., MCC CEO, Hudson Institute of Coaching California USA * "This wonderful masterpiece is the absolute almanac for anyone who appreciates the power and potential of teams- powerful and prolifically practical it will support leaders, coaches, consultants and anyone who acknowledges the importance of collective wisdom in enacting systemic transformation. A must have." * Paula Wilson, CEO Wilson Sloan Consulting, Master Executive Coach, Team Coach, Coach Supervisor, Northern Ireland, UK * "In a world that has changed so rapidly and is increasingly accelerating, Peter has once again invited us to step into his greater garden of systemic wisdom, updating perspectives around diversity in teams, agile team working, psychological safety and the wider ecology within the field of team coaching. This work is a forward looking brave next step to be taken (most certainly!) by coaches and team coaches, but even more so by all those who sit in team meetings wondering if there is another way." * Ricardo Martins, General Director, CEGOC, Portugal * "The area of team coaching is one in which we all still have so much to learn. Peter continues to be our guide and this latest edition will be another well-thumbed, annotated, and highly regarded book on the shelves here at Belbin HQ." * Jo Keeler, Partner, Belbin, Cambridge, UK * "Peter's approach is a great blend of philosophy, psychology and real application for results. I feel fortunate to have been trained by him. This is the most practical coaching program available today, that is grounded in business results." * Sanjay Mitra, Leadership Coach, Team Coach & OD Practitioner. Member ODLC [ OD, Leadership and Change] Hub Committee At NTL Institute For Applied Behavioral Science, US * "As complexity increases and uncertainty is one of the few certainties, team coaches, organizational consultants and team leaders must match the pace of change, becoming active participants in the co-creation of the future world, and the co-delivery of systemic value across multiple connections and partnerships.

The 4th edition of Leadership Team Coaching is an important reference guide to new concepts and contexts within this rapidly developing field. Essential reading for anyone who works with teams." * Barbara Walsh, Master Systemic Team Coach and Co-Director of www.teamsandbeyond.com. London, United Kingdom * "With thought-provoking insights and practical tips in every chapter, this book is a resource you'll return to again and again." * Jessica McNicholas, Executive Coach for Senior Leaders and Teams, Refraction Consulting, California, US * "Inspiring to see this benchmark guide to team coaching brought right up-to-date. It illustrates how team coaching can work virtually, and wisely addresses diversity, the new world post pandemic and the global climate crisis." * Dr. Catherine Carr, Author, Systemic Team Coach and Trainer, Vancouver, Canada * "Whether you're a seasoned team coach or leader or have just started working with teams, the fourth edition of this seminal publication is an important resource. Hawkins' enhanced content is impactful and inspires us to be revolutionary." * Tammy Turner, CEO, Turner International, Australia *

Foreword xvi
David Clutterbuck
Acknowledgements xix
Introduction to the fourth edition 1(8)
PART ONE High-value creating teams
9(56)
01 Why the world needs more high-value creating leadership teams
11(21)
The changing challenge for teams
13(11)
Are leadership teams ready to respond?
24(2)
The challenge to the leadership development and coaching industry
26(3)
Conclusion
29(3)
02 Beyond the high-performing team and to the high-value creating team
32(16)
Introduction
32(1)
Do you need to be a team?
33(2)
Effective teams
35(3)
High-performing teams
38(1)
Beyond the high-performing team
39(3)
The high-value creating transformational leadership team
42(5)
Conclusion
47(1)
03 The five disciplines of successful team practice
48(17)
Introduction
48(1)
`Outside-in' and `future-back'
49(2)
The five disciplines
51(4)
Connecting the disciplines
55(6)
How each of the disciplines shows up in the other disciplines
61(2)
What shows up if the team are effective or ineffective in each discipline
63(1)
Conclusion
64(1)
PART TWO Team coaching
65(72)
04 What is team coaching?
67(19)
Introduction
67(1)
History of team coaching
68(4)
Limiting assumptions concerning team coaching
72(2)
Defining team coaching
74(9)
The extended team coaching continuum
83(1)
The who of team coaching
83(1)
Conclusion
84(2)
05 The team coaching process
86(20)
Introduction
86(1)
The role of the team coach
87(1)
The CID-CLEAR relationship process
88(15)
The CLEAR way of structuring an individual event
103(1)
The team leader as team coach
104(1)
Conclusion
104(2)
06 Coaching the five disciplines: systemic team coaching
106(31)
Introduction
106(4)
Discipline 1 Commissioning and re-commissioning
110(2)
Discipline 2 Clarifying
112(4)
Discipline 3 Co-creation
116(9)
Discipline 4 Connecting
125(4)
Discipline 5 The core learning
129(5)
Coaching the interconnections between the disciplines
134(1)
Conclusion
135(2)
PART THREE Coaching different types of teams
137(72)
07 Many types of teams
139(30)
Introduction
139(1)
Types of teams
139(1)
Management teams
140(2)
Innovation at the heart of teamwork
142(6)
Project teams
148(7)
Agile teamworking
155(3)
Developing and coaching innovative and innovating forms of teams
158(4)
Client or customer account teams
162(5)
Conclusion
167(2)
08 Coaching virtual teams and coaching virtually
169(17)
Introduction
169(1)
What is virtual teaming and virtual team coaching?
170(3)
Effective virtual team and teaming
173(6)
Research on virtual team coaching
179(3)
Two new challenges and opportunities for team coaching
182(3)
Conclusion
185(1)
09 Coaching the board
186(23)
Introduction
186(2)
The growing challenges for boards
188(3)
Coaching the board
191(2)
Clarifying the role of the board: Disciplines 1 and 2
193(9)
The dynamics of the board: Discipline 3
202(2)
Coaching the board on how it connects: Discipline 4
204(2)
Coaching the board on how it learns and develops: Discipline 5
206(1)
Conclusion
207(2)
PART FOUR The next frontier for systemic team coaching
209(54)
10 Disrupting and renewing team coaching
213(14)
Introduction
213(1)
The emerging threats to team coaching
214(4)
Team coaching renewal
218(1)
Seven traps for the team coaching movement
218(5)
Moving beyond the high-performing team and `entity thinking'
223(4)
11 Systemic team coaching beyond the individual team
227(36)
Introduction
227(2)
Systemic team coaching of strategy and strategizing
229(8)
Creating a team-based culture -- a `team of teams'
237(5)
Coaching `the team of teams' -- inter-team coaching
242(1)
From teams to teaming: coaching the fluid network of teams
243(1)
Coaching partnerships: from bartering to partnering
244(5)
Coaching growth businesses and start-ups
249(5)
Coaching networks of small businesses: `the organizational network'
254(1)
Ecological dimensions of systemic team coaching
255(5)
Conclusion
260(3)
PART FIVE Creating shared leadership, selecting, developing and coaching your own team
263(40)
12 Selecting the players for a value-creating team: inclusion and diversity
265(14)
Introduction
265(1)
Key selection principles
266(3)
Selection process
269(6)
Valuing the diversity
275(2)
Conclusion
277(2)
13 Key steps for CEOs and other team leaders in creating high-value creating teams with shared leadership
279(13)
The journey for the team leader
280(4)
The 12 practices
284(6)
Conclusion
290(2)
14 How to find, select, work with and evaluate a good systemic team coach
292(11)
Introduction
292(2)
An approach to finding, selecting and working effectively with a quality team coach
294(7)
Conclusion
301(2)
PART SIX The development and supervision of a systemic team coach
303(42)
15 Developing as a team coach
305(21)
Introduction
305(1)
The transition
306(3)
Stepping into the role: the necessary demeanour
309(1)
The core capabilities
310(14)
Conclusion
324(2)
16 Supervising team coaching
326(19)
Introduction
326(1)
What is supervision?
327(2)
Different contexts for supervising team coaching
329(1)
The six-step team coaching supervision model
330(7)
Reflections on the six-step supervision process
337(5)
Conclusion
342(3)
PART SEVEN Approaches, methods, tools and techniques
345(82)
17 Team coaching methods, tools and techniques for the inquiry, discovery and design stages
349(18)
Team appraisal questionnaires and instruments
349(17)
Conclusion
366(1)
18 Team coaching methods, tools and techniques for each of the five disciplines
367(23)
Introduction
367(1)
Discipline 1 Commissioning
367(3)
Discipline 2 Clarifying
370(5)
Discipline 3 Co-creating: experiential methods for exploring team dynamics and functioning and improving the quality of team meetings
375(7)
Discipline 4 Connecting
382(1)
Discipline 5 Core learning
383(2)
Coaching a team live in their regular team meetings
385(4)
Conclusion
389(1)
19 Other key and parallel approaches to team coaching
390(17)
Introduction
390(16)
Conclusion
406(1)
20 Frequently asked questions
407(7)
Introduction
407(7)
21 Conclusion and leaning into the future
414(13)
Introduction
415(2)
Who or what does team coaching serve? Overcoming the Parsifal trap
417(4)
An agenda for moving forward
421(3)
The bigger challenge
424(3)
Appendix One: Team coaching one-liners 2018--2020 427(6)
Glossary 433(4)
Recommended reading 437(2)
Resources for finding team coaches and team coach training 439(2)
Bibliography 441(20)
Index 461
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. 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 in Practice, also published by Kogan Page.