Leadership team coaching in practice : case studies on developing high-performing teams
Publication details: London : Kogan Page, 2018Edition: 2ndISBN:- 9780749482381
Item type | Home library | Class number | Status | Date due | Barcode | |
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Book | Whipps Cross Library (Barts Health) Shelves | WX 224.4 HAW (Browse shelf(Opens below)) | Issued | 13/03/2020 | T06610 |
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WX 224.2 HOU Compassionate leadership : how to do hard things in a human way | WX 224.2 NOR Leadership : theory and practice | WX 224.2 NOR Leadership : theory and practice | WX 224.4 HAW Leadership team coaching in practice : case studies on developing high-performing teams | WX 224.4 HAW Leadership team coaching : developing collective transformational leadership | WX 224.4 HAW Leadership team coaching : developing collective transformational leadership | WX 224.4 SEL The unfakeable code |
01 Introduction: Highly Effective Teams - The Latest research and development Peter Hawkins p. 1 02 What are leadership team coaching and systemic team coaching? Peter Hawkins p. 9 Introduction p. 9 The five disciplines of effective teams and the five approaches to coaching them p. 11 Coaching the five disciplines p. 17 Defining systemic and leadership team coaching p. 18 Conclusion p. 22 03 Learning from case studies and an overview of published case studies Peter Hawkins and Catherine Carr and Jacqueline Peters p. 23 Introduction p. 23 The focus of the coach p. 24 Learning from interacting with the case studies p. 24 New case studies since 2012 p. 26 Discussion p. 35 Future directions p. 42 Conclusion p. 43 04 Coaching the commissioning and clarifying: A of a professional services leadership team Hilary Lines p. 44 Context for the work p. 45 Initial contracting, inquiry and diagnosis p. 47 Second contracting, inquiry and diagnosis p. 49 05 Coaching the co-creating within the team: Two case studies from Canada Catherine Carr and Jacqueline Peters p. 61 Introduction p. 61 Learning and recommendations p. 78 Conclusion p. 81 Reflections three years on p. 82 06 Coaching the connecting between a new CEO, her leadership team and the wider middle management in a UK National Health Service Organization Jacqui Scholes-Rhodes and Angela McNab p. 83 Introduction p. 83 Initial contracting - the client perspective p. 84 Initial contracting - the coach perspective p. 87 Review of impact and action - roll-out and after p. 96 Ongoing learning and reflection p. 97 Current reflections p. 98 07 Coaching the team working with its core learning Sue Coyne and Judith Nicol p. 99 Introduction p. 99 The Bruntwood case study p. 100 Key learnings p. 112 Conclusion: 'We have had an incredible journey' p. 113 Reflections three years on p. 114 08 Team coaching as part of organizational transformation: A case study of Finnair David Jarrett p. 117 Introduction p. 117 The context p. 119 The strategic challenge p. 120 A deeper inquiry p. 121 Approach: developing the senior team p. 124 Approach: creating hub, spoke and wheel p. 127 Approach: developing the wider leadership group to help lead the transformation p. 128 But then time for hard hats - the culture fights back! p. 131 Outcomes p. 133 Conclusions p. 135 Reflections four years on p. 136 09 Team coaching for organizational learning and innovation: A case study of an Australian pharmaceutical subsidiary Padraig O'Sullivan and Carole Field p. 138 Background p. 138 First insight that learning was being missed p. 139 Key questions that guided the team p. 140 Core learning actions at the leadership team level p. 140 Key initial changes at the organization level p. 141 The challenge of being successful in an Asian context p. 142 Resetting the bar p. 143 Focus on innovation p. 143 Continued use of external coaching and other experts p. 144 Top 30 award for most innovative organizations in Australia p. 145 Engagement scores that reflect a strong culture p. 146 Reflections and conclusions p. 146 10 Inter-team coaching: From team coaching to organizational transformation at Yeovil Hospital Foundation Trust Peter Hawkins and Gavin Boyle p. 151 Introduction p. 151 The inter-team launch of the clinical divisional teams p. 158 The board development p. 159 Reflections and conclusions p. 166 Postscript 2014 p. 167 Update: from inter-team coaching to 'team of team coaching' to 'eco-systemic team coaching' p. 167 11 Developing an effective 'team of teams' approach in Comair Barbara Walsh and Danny Tuckwood (Metaco) and Erik Venter (CEO) and Geraldine Welby-Cooke (Head of Od) and Tracey Mccreadie (Manager of Service Delivery, Ops) and Justin Dell (Manager of Ground Ops) (all in Comair) and Peter Hawkins (Metaco, Supervisor) p. 169 Introduction p. 169 Background and context p. 170 Process framework overview p. 174 The activity p. 174 Progress made p. 183 Comair's talent management strategy p. 185 Reflection and learning p. 186 12 Empowering the next generation of team leaders in fast-moving startups Shannon Arvizu p. 188 Introduction p. 188 Case study p. 189 Cultivating the next generation of team leaders p. 192 Transformational team KPIs p. 199 The power of collaborative leadership p. 200 Conclusion p. 203 13 Evaluation AND assessment of teams and team coaching Peter Hawkins p. 207 Introduction p. 207 Team Connect 360 p. 209 Other useful assessment approaches p. 210 Is this a team? p. 211 Assessing the functions of the team p. 215 Assessing team motivation and affective levels p. 217 Team relationship to Hawkins' five disciplines of teams p. 219 Team maturity p. 223 Levels of team maturity and development p. 224 Conclusion p. 232 14 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 p. 234 Introduction p. 234 The global context in which boards operate p. 235 The role of the board and board effectiveness p. 236 From board evaluation to board coaching p. 238 The board as a leadership team p. 240 The five disciplines of a highly-effective board p. 242 Conclusion p. 251 Reflections four years on p. 252 15 Embodied approaches to team coaching Peter Hawkins and David Presswell p. 253 Introduction p. 253 The history and focus of three approaches p. 255 Key concepts p. 257 Conclusion p. 269 16 Developing the personal core capacities for systemic team coaching Peter Hawkins p. 270 Introduction p. 270 Systemic team coaching core capacities p. 271 Conclusion p. 284 17 Training systemic team coaches Peter Hawkins and John Leary-Joyce p. 286 Introduction p. 286 Learning to be a systemic team coach p. 286 Designing a systemic team coach training programme p. 294 Conclusion p. 299 18 Systemic team coaching - where next? Peter Hawkins and Krister Lowe p. 300 Introduction p. 300 The continuing growth of the demand for team coaching p. 302 Professionalization of team coaching p. 305 Accreditation of team coaches p. 307 Development of research on, and case studies of, team coaching p. 307 Digitalization and team coaching p. 309 Team development, organizational transformation and human evolution p. 311 Systemic team coaching - Bridging the gap between leader development and organizational development. Developing team leadership in Deloitte UK p. 314 Creating future-fit organizations p. 318 Conclusion p. 321 Appendix p. 323 Biographies of the contributors p. 331 Glossary p. 340 References p. 345 Index p. 359"
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