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שפה נוכחית
כניסה עם גוגל
כניסה עם פייסבוק
Leadership coaching for results
להגדלת הטקסט להקטנת הטקסט- ספר
| כותר |
Leadership coaching for results : cutting-edge practices for coach and client / by Sunny Stout-Rostron with contributing author Nick Wilkins. |
|---|---|
| מהדורה |
1st ed. |
| מוציא לאור |
Randburg, Republic of South Africa : Knowres Publishing |
| שנה |
2014 |
| הערות |
Bibliographic Level Mode of Issuance: Monograph Includes bibliographical references and index. English |
| הערת תוכן ותקציר |
Cover -- Copyright Page -- Endorsements -- Dedication -- Table of Contents -- Foreword by Michael Cavanagh -- About the author -- Contributing author - Nick Wilkins -- Acknowledgements -- Preface -- 1 Introduction COACHING FOR NEW LEADERSHIP -- THE CONTEXT OF COACHING -- WHO SHOULD READ THIS BOOK? -- OVERVIEW OF CHAPTERS -- Chapter 2: Seven decades of leadership development -- Chapter 3: What is business coaching? -- Chapter 4: How to get the best from your coaching -- Chapter 5: The business coaching conversation -- Chapter 6: The power of coaching models -- Chapter 7: Facilitating the coaching conversation -- Chapter 8: Bring neuroscience to leadership coaching practice -- Chapter 9: Gender diversity - coaching men and women to lead -- Chapter 10: Coaching in organisations -- Chapter 11: Safe and ethical practice -- Chapter 12: Coach supervision -- Chapter 13: The future of business coaching -- Chapter 14: Epilogue - coaching for new leadership -- FURTHER READING -- 2 Seven decades of leadership development WHAT IS LEADERSHIP? -- What is the difference between leadership and management? -- What is a leader? -- What are the characteristics of a good leader? -- Emergence of a new definition of leadership -- Leadership development survey (South Africa, 2013) -- LEADERSHIP AND MANAGEMENT THEORIES -- Naturalistic theories -- Ohio Leadership Studies -- Michigan Leadership Studies -- McGregor's Theories X and Y -- Trait theories -- Behavioural theories -- Blake and Mouton's Managerial Grid -- Contingency theories -- Functional leadership theory -- Situational theories -- Attribute pattern theories -- Transactional and transformational theories of leadership -- Transactional leadership -- Transformational leadership -- Relationship theories -- Distributed leadership - the learning organisation -- Ethical and values-based theories -- LEADERSHIP STYLES. Autocratic, democratic and laissez-faire leadership -- Emotional intelligence leadership styles -- Engaging leadership style -- Narcissistic leadership style -- Toxic leadership style -- OTHER KEY LEADERSHIP ATTRIBUTES -- Determination and drive -- Self-confidence, integrity and sociability -- Core self-evaluation -- Emotional intelligence -- Nelson Mandela - a leader with strong emotional intelligence -- CURRENT THINKING ON LEADERS AND MOTIVATION -- Self-determination theory -- GENDER DIFFERENCES IN LEADERSHIP STYLE -- STATES OF BEING AND MINDFULNESS -- Bridging the canyon -- COMPLEXITY IN LEADERSHIP DEVELOPMENT -- CONCLUSION -- FURTHER READING -- 3 What is business coaching? BUSINESS COACHING DEFINED -- An executive scenario -- Going beyond keeping the balls in the air -- The essence of best-practice business coaching -- BUSINESS COACHING VERSUS EXECUTIVE COACHING -- BUSINESS COACHING VERSUS OTHER DISCIPLINES -- Training: can leaders be trained? -- Mentoring: domain-specific expertise -- Counselling and therapy: psychological literacy needed -- Coaching: executive, performance, team and peer coaching -- CONCLUSION -- FURTHER READING -- 4 How to get the best from your coaching WHY MIGHT YOU NEED A COACH? -- What would a coach do for you? -- How can you assess whether business coaching is for you? -- WHAT DO YOU NEED TO BRING TO THE COACHING SESSION? -- How will the coaching process unfold? -- What could be the final results? -- WHAT FORM OF SUPPORT DO YOU REALLY NEED? -- Finding the right coach and knowing what to look for -- Coach competences -- WHAT VALUE CAN YOU EXPECT FROM THE COACHING INTERVENTION? -- Understanding the importance of EQ -- Why do you need to shop for a best-practice business coach? -- Developing mastery: working with assumptions -- WHAT CAN YOU DO IF IT DOESN'T WORK OUT FOR YOU? -- CONCLUSION -- FURTHER READING. 5 The business coaching conversation THE BUSINESS COACHING PROCESS -- An alliance between coach, client and organisation -- Can coaching produce sustainable behavioural change? -- OUR OWN CULTURAL FRAMEWORK -- Assumptions and existential issues -- Guidelines for sustainable behavioural change -- HOW CAN COACHING SUSTAIN BEHAVIOUR CHANGE? -- Building the relationship -- Learning from experience -- Understanding the roles of others in the system -- Developing EQ -- Being flexible -- Making your ethical code explicit -- Being coached yourself -- Creating a development plan with goals -- Measuring coaching results -- Evaluating and reviewing -- LIBERATING YOUR CLIENTS' STORIES -- How much are you in the way? -- Working with tacit qualities to build the supportive relationship -- What about listening? -- CONCLUSION -- FURTHER READING -- 6 The power of coaching models WORKING WITH METAPHOR AND ANALOGY -- WORKING WITH COACHING MODELS -- Models offer structure and flexibility -- The Scientist-Practitioner Model -- How can this model help you? -- Encompassing the coaching conversation and the coaching journey -- Coaching is always an experiential learning conversation -- THE NESTED-LEVELS MODEL -- Two approaches -- At the level of learning -- Ontological levels: being and becoming -- Open to possibilities -- Nested-levels story -- THE COACHING CONVERSATION: AN EXPERIENTIAL ROAD MAP -- Kolb's Experiential Learning Model -- Using Kolb's four modes of learning -- What Kolb's four learning modes indicate -- Explanation: using Kolb's model as a coaching process -- COACHING IN COMPLEX ENVIRONMENTS -- Cynefin: the decision-making framework -- Four practices: best, good, emergent and novel -- CONCLUSION -- FURTHER READING -- 7 Facilitating the coaching conversation -- THE EQ MODEL -- EQ Model case study -- DOMAINS OF COMPETENCE MODEL (HABERMAS/FLAHERTY). I: the domain of the individual -- We: the domain of the collective or the community -- It: the domain of the external or objective world -- KEN WILBER'S FOUR-QUADRANT INTEGRAL MODEL -- Upper left (UL) -- Upper right (UR) -- Lower left (LL) -- Lower right (LR) -- Case study: in the workplace -- Questions in the four quadrants -- EXISTENTIAL ISSUES AND EXPERIENTIAL LEARNING -- What is existentialism? -- Being versus doing -- Existential dilemma: meaning and purpose -- Personal responsibility and awareness -- Ubuntu -- Ernesto Spinelli's Existential Model -- NANCY KLINE'S THINKING PARTNERSHIP® MODEL -- The Thinking Environment® coaching process -- Existentialism and the Thinking Environment® -- The Thinking Environment® and existential phenomenology -- DESIGNING YOUR OWN MODEL -- CONCLUSION -- FURTHER READING -- 8 Bringing neuroscience to leadership coaching practice LEARNING FROM EXPERIENCE -- THE BRAIN AS A SOCIAL SYSTEM -- MIND AND BRAIN: MINDFULNESS PRACTICE TO DEVELOP AWARENESS -- CHANGING HABITS USING THE BRAIN'S "WORKING MEMORY" -- WORKING WITH ATTENTION AND SUSTAINED POSITIVE EMOTIONS -- THE ROLE OF THE BODY AND EMOTIONS IN DECISION MAKING -- THE FOUR WORLDS IN EXISTENTIAL PHILOSOPHY -- CONNECTION BETWEEN COACH AND CLIENT - RAPPORT -- CONCLUSION -- FURTHER READING -- 9 Gender diversity - coaching men and women to lead -- INTRODUCTION -- UNDERSTANDING GENDER DIVERSITY, POWER AND CULTURE -- CONTEMPORARY PSYCHOLOGICAL RESEARCH -- Where does gender fit in - men -- Alpha male and alpha female -- Where does gender fit in - women -- GENDER MANAGEMENT AND ORGANISATIONAL CULTURE -- Gender management research in organisations -- The gendering of organisations -- Gender and the boardroom -- DIVERSITY AND IDENTITY WITHIN A THINKING ENVIRONMENT® -- Thinking Environment® philosophy -- Assumptions in diversity work. Working with group identity and limiting assumptions -- CULTURAL CONTEXTS ON GENDER ISSUES IN BUSINESS -- Shaping culture -- Leading in a multicultural and diverse environment -- Binary opposites -- ACADEMIC RESEARCH ON COACHING AND GENDER -- CONCLUSION -- FURTHER READING -- 10 Coaching in organisations -- BALANCING INTERESTS IN BUSINESS COACHING -- Understanding, agreement and commitment -- The coaching contract and aligning goals -- Aligning values and goals -- Professional development plans -- CONTRACTING -- Contracting is critical -- Overall aim for the coaching -- Define coaching in your contract -- Objectives and review -- Your model as a contracting structure -- TEAM COACHING IN ORGANISATIONS -- Team coaching is crucial for organisational transformation -- Team learning enhances performance in the workplace -- Measuring results -- RETURN ON INVESTMENT -- How hard can it be? -- Credit or blame? -- Better measures for business coaching -- Treat ROI figures with caution -- CONCLUSION -- FURTHER READING -- 11 Safe and ethical practice -- PROTECTING YOUR PRACTICE -- Competence -- Supervision -- Ethics -- Contracting -- Credentialing -- Professional liability insurance -- Ensuring professional success -- THE PRACTICE OF ETHICS AND THE ETHICS OF PRACTICE -- Ethics and integrity -- Ethics is a neglected field -- Professional ethical codes -- Rules of the game: living ethical values with integrity -- NAVIGATING THE LABYRINTH -- Complexity and self-awareness -- EXISTENTIAL ETHICAL THEMES TO CONSIDER -- Executive dilemma -- UNDERSTAND WHAT ETHICS MEANS IN PRACTICE -- Include ethics in your contracting -- BEHAVIOURAL BOUNDARIES IN BUSINESS COACHING -- CONCLUSION -- FURTHER READING -- 12 Coach supervision -- THE CHANGING LANDSCAPE -- KEY QUESTIONS ON COACH SUPERVISION -- Why coach supervision? -- What is the role of the supervisor?. What are the benefits of individual and group supervision?. |
| היקף החומר |
1 online resource (309 pages) : illustrations (some color) |
| שפה |
אנגלית |
| מספר מערכת |
997010710043605171 |
תצוגת MARC
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