Leadership Coaching: Working with Leaders to Develop Elite Performance

Copyright
......Page 5
Contents......Page 8
Acknowledgements......Page 12
About the contributors......Page 14
Foreword: The inner game 
of coaching......Page 22
Introduction......Page 24
Introduction......Page 28
The opportunities of concepts and 
frameworks......Page 29
Evidence-based coaching:the importa
nce of research......Page 30
Working with senior leaders:servant leadership......Page 33
Conclusions......Page 37
The authentic leadership model......Page 40
The reflective sta nce in authenticleadership......Page 42
Defiant and compliant leadership......Page 43
Theoretical and research underpinnings......Page 44
Using the authentic leadershipmodel with coachees......Page 46
Working with particular tools andapproaches......Page 49
Coaches’ self-awareness......Page 52
Case study......Page 53
Conclusions......Page 56
Introduction......Page 58
The integrat ed leadership model......Page 59
The research......Page 62
Using the integrat ed leadership modelwith coaches......Page 63
Working with the specific scales......Page 68
Case study......Page 73
Conclusions......Page 75
Introduction......Page 78
The emotionally intelligentleadership model......Page 79
The Ba r-On model of EI......Page 80
The research......Page 81
The six most important EI factors thatpredict successful leadership......Page 85
Using the emotionally intelligentleadership model with coachees......Page 86
Case study......Page 90
Conclusions......Page 95
Introduction......Page 98
The leadership model......Page 99
The research......Page 101
Using the model with coachees......Page 102
Case study: Ra j......Page 112
Conclusions......Page 115
The Art of War model of leadership......Page 116
Using the model with coachees......Page 122
Peak performance: form andcondition (Essay 4)......Page 124
Nine modes of operat ion (九變)......Page 129
Change leadership: weaknesses andstrengths 虛實 (Essay 6)......Page 132
Case study......Page 133
Conclusions......Page 135
Introduction......Page 138
Leadership model: the Icarus syndrome......Page 140
The research......Page 145
Using the model with coachees......Page 147
Who learns what from coaching?......Page 152
Conclusions......Page 153
Introduction......Page 156
The leadership model......Page 157
The research......Page 163
Using the integral frameworkwith coachees......Page 167
Quadrant inquiry......Page 169
Case study......Page 174
Acknowledgements......Page 177
Introduction......Page 182
The leadership model......Page 183
The research underpinning theleadership model......Page 186
Using the model with coachees......Page 188
Leadership development for politicians......Page 189
Case study of coaching forpolitical leadership......Page 195
Conclusions......Page 196
The coaching feedforward model......Page 200
What holds us back?......Page 201
Making the changes we need to make......Page 203
Using feedforward with coachees......Page 204
Eleven reasons to try feedforward......Page 205
Conclusions......Page 207
Introduction......Page 210
The leadership model......Page 211
The research: lessons from the Power La band the Organizat ion Workshop......Page 212
Using the systems model with coachees:converting system blindness tosystem sight......Page 214
Systemic coaching......Page 225
Case study......Page 228
Conclusions......Page 231
Introduction......Page 234
Ba ss’s ‘Full range of leadership’ model......Page 235
Research into Ba ss’s model oftransformat ional leadershipusing the MLQ......Page 238
Transactional and transformat ionalleadership in the 21st century......Page 239
Using the transactional andtransformat ional leadershipmodel with coachees......Page 240
Ba ckground research on theorganizat ion’s culture......Page 241
Contextualizing the models......Page 242
Understa nding the coachee’s context......Page 243
Coaching for leadership developmentwith 360° feedback......Page 244
Coaching for leadership developmentwithout 360° feedback......Page 246
Case study......Page 247
Conclusions......Page 249
Introduction......Page 252
The Hay Group leadership model......Page 253
The research......Page 255
Using the leadership styles modelwith coachees......Page 258
Case study: Mario......Page 263
Conclusions......Page 265
Introduction......Page 268
The strat egy models......Page 269
Using the strat egic model withsenior coachees......Page 274
Case study......Page 279
Conclusions......Page 282
Introduction......Page 286
What is different about teams at the top?......Page 287
Researching elite performancein top teams......Page 289
Elite performance requires positiveconflict......Page 291
Working with top-team coaches......Page 293
Top-team interventions......Page 296
Case study......Page 299
Using tools and techniques withthe top team......Page 301
Acknowledgement......Page 306
Introduction......Page 308
Ubuntu: a leadership model......Page 309
The research......Page 312
Using Ubuntu-inspired leadershiptechniques with coachees......Page 314
Case study......Page 318
Conclusions......Page 319

Association for Coaching......Page 322
Index......Page 326