Leadership Team Coaching in Practice

Leadership Team Coaching in Practice : Case Studies on Creating Highly Effective Teams

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Description

A high-performing and cohesive leadership team is essential for organizational success. Leadership Team Coaching in Practice provides an overview of the tools and techniques for coaching leadership teams and shows how these approaches have been applied around the world in a variety of team types and industries.

Featuring expert contributions from chief executives, team coaches, team leaders and consultants in organizations including Comair and the UK National Health Service (NHS), this practical guide illustrates best practice tailored to the needs of each organization. The new and updated third edition of Leadership Team Coaching in Practice incorporates the latest research and thinking in the field, including new material on developing the personal core capacities for systemic team coaching.

Alongside updates to case studies to offer a long-term view of interventions, the third edition contains new case studies including team coaching in Toyota through a period of transformation. There is a new medley chapter of short case stories that address some of the regularly asked questions by new team coaches and new material that explores ways of creating a teaming and 'team of teams' culture. This book remains an essential resource for executive and team coaches, CEOs, team leaders, organizational development consultants, and those studying coaching as part of a degree or coaching qualification.
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Product details

  • Paperback | 472 pages
  • 157 x 234 x 27mm | 720g
  • London, United Kingdom
  • English
  • Revised
  • 3rd Revised edition
  • 178966621X
  • 9781789666212
  • 49,419

Table of contents

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]
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Review quote

"Systemic, Team and Coaching - three powerful concepts. The case studies and other chapters in this book show how you can put them together to enable leaders and their teams to meet the challenges of an evolving world with confidence and integrity!" * Professor David Clutterbuck, Co-Dean of the Global Team Coaching Institute * "A great new edition from Peter Hawkins, the world's leading pioneer in Systemic Team Coaching, which provides rich case examples of coaching teams in different sectors and different countries around the world. A must-read if you want to see best practice in action." * Damian Goldvarg, President, Goldvarg Consulting Group, Inc * "In a highly interconnected and interdependent world, it is critical for organizations to recognize their role and power in impacting the broader ecosystem in which they exist. What better way to guide leaders and coaches on how to go about this organizational transformation than through a compelling collection of case studies (collected from around the world) sharing how real teams are using leadership team coaching to grapple with their own unique complex systemic issues." * Ilka Dunne, Leadership and Coaching Lead, FirstRand Bank South Africa * "Peter Hawkins' world class methodology is very helpful for high level steering and developing of all types of companies and organizations, plus a great tool with teams and for personal development. For me, as a CEO, it is the basis of my work." * Dr. Frank Quante, CEO, Fraport Bulgaria (Varna Airport and Burgas Airport) * "An inspiring and practical read for Leaders, Coaches and OD Consultants on how to take your teams to the next level of what the future needs and be stakeholder centric. Edited by Peter Hawkins, the world's leading pioneer in Systemic Team Coaching, it offers case examples from around the world, many written jointly by CEOs and their team coach." * Marshall Goldsmith, New York Times #1 bestselling author of Triggers, Mojo, and What Got You Here Won't Get You There *
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About Peter Hawkins

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.
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