Leadership Coaching for Results: Cutting-edge practices for coach and client

Cover\nCopyright Page\nEndorsements\nDedication\nTable of Contents\nForeword by Michael Cavanagh\nAbout the author\n	Contributing author - Nick Wilkins\nAcknowledgements\nPreface\n1 Introduction COACHING FOR NEW LEADERSHIP\n	THE CONTEXT OF COACHING\n	WHO SHOULD READ THIS BOOK?\n	OVERVIEW OF CHAPTERS\n		Chapter 2: Seven decades of leadership development\n		Chapter 3: What is business coaching?\n		Chapter 4: How to get the best from your coaching\n		Chapter 5: The business coaching conversation\n		Chapter 6: The power of coaching models\n		Chapter 7: Facilitating the coaching conversation\n		Chapter 8: Bring neuroscience to leadership coaching practice\n		Chapter 9: Gender diversity – coaching men and women to lead\n		Chapter 10: Coaching in organisations\n		Chapter 11: Safe and ethical practice\n		Chapter 12: Coach supervision\n		Chapter 13: The future of business coaching\n		Chapter 14: Epilogue – coaching for new leadership\n	FURTHER READING\n2 Seven decades of leadership development WHAT IS LEADERSHIP?\n	What is the difference between leadership and management?\n	What is a leader?\n	What are the characteristics of a good leader?\n	Emergence of a new definition of leadership\n	Leadership development survey (South Africa, 2013)\n	LEADERSHIP AND MANAGEMENT THEORIES\n	Naturalistic theories\n	Ohio Leadership Studies\n	Michigan Leadership Studies\n	McGregor’s Theories X and Y\n	Trait theories\n	Behavioural theories\n	Blake and Mouton’s Managerial Grid\n	Contingency theories\n	Functional leadership theory\n	Situational theories\n	Attribute pattern theories\n	Transactional and transformational theories of leadership\n	Transactional leadership\n	Transformational leadership\n	Relationship theories\n	Distributed leadership – the learning organisation\n	Ethical and values-based theories\n	LEADERSHIP STYLES\n	Autocratic, democratic and laissez-faire leadership\n	Emotional intelligence leadership styles\n	Engaging leadership style\n	Narcissistic leadership style\n	Toxic leadership style\n	OTHER KEY LEADERSHIP ATTRIBUTES\n	Determination and drive\n	Self-confidence, integrity and sociability\n	Core self-evaluation\n	Emotional intelligence\n	Nelson Mandela – a leader with strong emotional intelligence\n	CURRENT THINKING ON LEADERS AND MOTIVATION\n	Self-determination theory\n	GENDER DIFFERENCES IN LEADERSHIP STYLE\n	STATES OF BEING AND MINDFULNESS\n	Bridging the canyon\n	COMPLEXITY IN LEADERSHIP DEVELOPMENT\n	CONCLUSION\n	FURTHER READING\n3 What is business coaching? BUSINESS COACHING DEFINED\n	An executive scenario\n	Going beyond keeping the balls in the air\n	The essence of best-practice business coaching\n	BUSINESS COACHING VERSUS EXECUTIVE COACHING\n	BUSINESS COACHING VERSUS OTHER DISCIPLINES\n	Training: can leaders be trained?\n	Mentoring: domain-specific expertise\n	Counselling and therapy: psychological literacy needed\n	Coaching: executive, performance, team and peer coaching\n	CONCLUSION\n	FURTHER READING\n4 How to get the best from your coaching WHY MIGHT YOU NEED A COACH?\n	What would a coach do for you?\n	How can you assess whether business coaching is for you?\n	WHAT DO YOU NEED TO BRING TO THE COACHING SESSION?\n	How will the coaching process unfold?\n	What could be the final results?\n	WHAT FORM OF SUPPORT DO YOU REALLY NEED?\n	Finding the right coach and knowing what to look for\n	Coach competences\n	WHAT VALUE CAN YOU EXPECT FROM THE COACHING INTERVENTION?\n	Understanding the importance of EQ\n	Why do you need to shop for a best-practice business coach?\n	Developing mastery: working with assumptions\n	WHAT CAN YOU DO IF IT DOESN’T WORK OUT FOR YOU?\n	CONCLUSION\n	FURTHER READING\n5 The business coaching conversation THE BUSINESS COACHING PROCESS\n	An alliance between coach, client and organisation\n	Can coaching produce sustainable behavioural change?\n	OUR OWN CULTURAL FRAMEWORK\n	Assumptions and existential issues\n	Guidelines for sustainable behavioural change\n	HOW CAN COACHING SUSTAIN BEHAVIOUR CHANGE?\n	Building the relationship\n	Learning from experience\n	Understanding the roles of others in the system\n	Developing EQ\n	Being flexible\n	Making your ethical code explicit\n	Being coached yourself\n	Creating a development plan with goals\n	Measuring coaching results\n	Evaluating and reviewing\n	LIBERATING YOUR CLIENTS’ STORIES\n	How much are you in the way?\n	Working with tacit qualities to build the supportive relationship\n	What about listening?\n	CONCLUSION\n	FURTHER READING\n6 The power of coaching models WORKING WITH METAPHOR AND ANALOGY\n	WORKING WITH COACHING MODELS\n	Models offer structure and flexibility\n	The Scientist-Practitioner Model\n	How can this model help you?\n	Encompassing the coaching conversation and the coaching journey\n	Coaching is always an experiential learning conversation\n	THE NESTED-LEVELS MODEL\n	Two approaches\n	At the level of learning\n	Ontological levels: being and becoming\n	Open to possibilities\n	Nested-levels story\n	THE COACHING CONVERSATION: AN EXPERIENTIAL ROAD MAP\n	Kolb’s Experiential Learning Model\n	Using Kolb’s four modes of learning\n	What Kolb’s four learning modes indicate\n	Explanation: using Kolb’s model as a coaching process\n	COACHING IN COMPLEX ENVIRONMENTS\n	Cynefin: the decision-making framework\n	Four practices: best, good, emergent and novel\n	CONCLUSION\n	FURTHER READING\n7 Facilitating the coaching conversation\n	THE EQ MODEL\n	EQ Model case study\n	DOMAINS OF COMPETENCE MODEL (HABERMAS/FLAHERTY)\n	I: the domain of the individual\n	We: the domain of the collective or the community\n	It: the domain of the external or objective world\n	KEN WILBER’S FOUR-QUADRANT INTEGRAL MODEL\n	Upper left (UL)\n	Upper right (UR)\n	Lower left (LL)\n	Lower right (LR)\n	Case study: in the workplace\n	Questions in the four quadrants\n	EXISTENTIAL ISSUES AND EXPERIENTIAL LEARNING\n	What is existentialism?\n	Being versus doing\n	Existential dilemma: meaning and purpose\n	Personal responsibility and awareness\n	Ubuntu\n	Ernesto Spinelli’s Existential Model\n	NANCY KLINE’S THINKING PARTNERSHIP® MODEL\n	The Thinking Environment® coaching process\n	Existentialism and the Thinking Environment®\n	The Thinking Environment® and existential phenomenology\n	DESIGNING YOUR OWN MODEL\n	CONCLUSION\n	FURTHER READING\n8 Bringing neuroscience to leadership coaching practice LEARNING FROM EXPERIENCE\n	THE BRAIN AS A SOCIAL SYSTEM\n	MIND AND BRAIN: MINDFULNESS PRACTICE TO DEVELOP AWARENESS\n	CHANGING HABITS USING THE BRAIN’S “WORKING MEMORY”\n	WORKING WITH ATTENTION AND SUSTAINED POSITIVE EMOTIONS\n	THE ROLE OF THE BODY AND EMOTIONS IN DECISION MAKING\n	THE FOUR WORLDS IN EXISTENTIAL PHILOSOPHY\n	CONNECTION BETWEEN COACH AND CLIENT – RAPPORT\n	CONCLUSION\n	FURTHER READING\n9 Gender diversity – coaching men and women to lead\n	INTRODUCTION\n	UNDERSTANDING GENDER DIVERSITY, POWER AND CULTURE\n	CONTEMPORARY PSYCHOLOGICAL RESEARCH\n	Where does gender fit in – men\n	Alpha male and alpha female\n	Where does gender fit in – women\n	GENDER MANAGEMENT AND ORGANISATIONAL CULTURE\n	Gender management research in organisations\n	The gendering of organisations\n	Gender and the boardroom\n	DIVERSITY AND IDENTITY WITHIN A THINKING ENVIRONMENT®\n	Thinking Environment® philosophy\n	Assumptions in diversity work\n	Working with group identity and limiting assumptions\n	CULTURAL CONTEXTS ON GENDER ISSUES IN BUSINESS\n	Shaping culture\n	Leading in a multicultural and diverse environment\n	Binary opposites\n	ACADEMIC RESEARCH ON COACHING AND GENDER\n	CONCLUSION\n	FURTHER READING\n10 Coaching in organisations\n	BALANCING INTERESTS IN BUSINESS COACHING\n	Understanding, agreement and commitment\n	The coaching contract and aligning goals\n	Aligning values and goals\n	Professional development plans\n	CONTRACTING\n	Contracting is critical\n	Overall aim for the coaching\n	Define coaching in your contract\n	Objectives and review\n	Your model as a contracting structure\n	TEAM COACHING IN ORGANISATIONS\n	Team coaching is crucial for organisational transformation\n	Team learning enhances performance in the workplace\n	Measuring results\n	RETURN ON INVESTMENT\n	How hard can it be?\n	Credit or blame?\n	Better measures for business coaching\n	Treat ROI figures with caution\n	CONCLUSION\n	FURTHER READING\n11 Safe and ethical practice\n	PROTECTING YOUR PRACTICE\n	Competence\n	Supervision\n	Ethics\n	Contracting\n	Credentialing\n	Professional liability insurance\n	Ensuring professional success\n	THE PRACTICE OF ETHICS AND THE ETHICS OF PRACTICE\n	Ethics and integrity\n	Ethics is a neglected field\n	Professional ethical codes\n	Rules of the game: living ethical values with integrity\n	NAVIGATING THE LABYRINTH\n	Complexity and self-awareness\n	EXISTENTIAL ETHICAL THEMES TO CONSIDER\n	Executive dilemma\n	UNDERSTAND WHAT ETHICS MEANS IN PRACTICE\n	Include ethics in your contracting\n	BEHAVIOURAL BOUNDARIES IN BUSINESS COACHING\n	CONCLUSION\n	FURTHER READING\n12 Coach supervision\n	THE CHANGING LANDSCAPE\n	KEY QUESTIONS ON COACH SUPERVISION\n	Why coach supervision?\n	What is the role of the supervisor?\n	What are the benefits of individual and group supervision?\n	What happens when supervision doesn’t work?\n	What types of supervision are appropriate?\n	How important is the organisational context of supervision?\n	THE SUPERVISORY RELATIONSHIP\n	Parallel processes\n	WHO SHOULD SUPERVISE?\n	CONCLUSION\n	FURTHER READING\n13 The future of business coaching\n	WHERE WILL COACHING BE IN 2020?\n	PROFESSIONALISATION\n	EDUCATION AND DEVELOPMENT\n	MASTERY OF PRACTICE\n	COACHING RESEARCH\n	Focus areas identified for coaching research from ICRF 100 research proposals\n	What research categories emerged in their own right?\n	What are the opportunities for coaching research in the next five years?\n	What did we learn, and what do we recommend as a way forward?\n	Practitioner research and reflective practice\n	COACHING IN SOCIETY\n	CONCLUSION – TO BE OR NOT TO BE A PROFESSION?\n	FURTHER READING\n14 Epilogue – coaching for new leadership\n	WHAT ARE THE CHALLENGES FACING LEADERSHIP COACHING GLOBALLY?\n	HOW IS COACHING MAKING A DIFFERENCE IN ORGANISATIONS AND SOCIETY?\n	Lee Salmon: the entrepreneurial go-to place for executive coaching\n	Nancy Kline: independent thinking to create societal change\n	Mark Rittenberg: theatre practices to develop holistic, authentic leaders\n	Lew Stern: positively influencing leadership for global sustainability\n	Marilyn Johnson: coaching for leadership and community awareness\n	Nonkqubela Maliza: driving the transformation agenda\n	Shani Naidoo: coaching and social networking\n	EMERGENT TRANSFORMATIONAL LEADERSHIP\n	Annette Fillery-Travis: facilitators of learning and the third sector\n	Italia Boninelli: global mining and its impact on communities and society\n	Daniel Doherty: coaching research to understand organisa-tional and economic shifts\n	Nick Craig and Carol Kauffman: heirs apparent taking a deep dive\n	Mark Broadbent: opening up emotional intelligence\n	Garth Towell: what is required for transformational leaders?\n	Siegfried Greif: building a trusting relationship\n	Mark Rittenberg: coaching civil disobedience\n	Richard Hames: leadership consciousness and domains of learning\n	Suzanne Lines: leadership and values-based transformation\n	Richard Narva: working with family narrative and entrepre-neurship\n	Gordon Spence: research support for systemic change\n	TIPPING POINTS FOR CHANGE\n	COACHING FOR NEW LEADERSHIP\n	Living organisational values with integrity\n	Values-based actions\n	Courage\n	Understanding intrinsic drivers\n	David Lane: emerging client stories\n	CONCLUSION\nAPPENDIX: SAMPLE RESEARCH SURVEY QUESTIONS\nINTERVIEWS\nFURTHER READING\nBIBLIOGRAPHY\nINDEX