Leadership Team Coaching in Practice looks at how leadership team coaching techniques have been applied internationally across a variety of team types and sectors. With expert contributors including chief executives, team coaches, team leaders and consultants, this practical guide offers a range of real case studies to illustrate best practice with a detailed analysis of methods and processes tailored to the needs of each organization.
Readers will learn how to develop their own unique approach to fostering collective transformational leadership across teams, whatever their business sector and whatever type of team they lead. The book can be used either as a stand-alone workbook or as a practical companion to Leadership Team Coaching, which offers a comprehensive introduction to creating and developing high performing teams through transformational leadership.
Peter Hawkins is Professor of Leadership at Henley Business School, founder and emeritus Chairman of Bath Consultancy Group and chairman of Renewal Associates. Over the last 30 years he has worked with many leading companies internationally, co-designing and facilitating major change and organizational transformation projects and coaching Boards and Leadership Teams. He is the author of several influential papers and books including Creating a Coaching Culture and Supervision in the Helping Professions. Peter is visiting professor in Leadership and Change at the University of Bath School of Management and in Executive Coaching at Oxford Brookes University School of Management.
Chapter - 01: Introduction: High-performing 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 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;
Chapter - 07: Coaching the team working with its core learning - Sue Coyne and Judith Nicol;
Chapter - 08: Team coaching as part of organizational transformation: A case study of Finnair - David Jarrett;
Chapter - 09: Team coaching for organizational learning and innovation: A case study of an Australian pharmaceutical subsidiary - Padraig O'Sullivan and Carole Field;
Chapter - 10: Inter-team coaching: From team coaching to organizational transformation at Yeovil Hospital Foundation Trust - Peter Hawkins and Gavin Boyle;
Chapter - 11: Evaluation and assessment of teams and team coaching - Peter Hawkins;
Chapter - 12: 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 - 13: Embodied approaches to team coaching - Peter Hawkins and David Presswell;
Chapter - 14: Developing the personal core capacities for systemic team coaching - Peter Hawkins;
Chapter - 15: Training systemic team coaches - Peter Hawkins and John Leary-Joyce;
Chapter - 16: Team coaching - where next? - Peter Hawkins