Leadership team coaching : developing collective transformational leadership

XVIII, 342 S.

graph. Darst.

Machine generated contents note: List of FiguresList of Tables -- Foreword -- Acknowledgments -- Introduction to the second edition -- Part I High-performing teams -- 01 Why the world needs more high-performing leadership teams -- The changing challenge for teams -- Are leadership teams ready to respond? -- The challenge to the leadership development and coaching industry -- Conclusion -- 02 The high-performing team and the transformational leadership team -- Introduction -- Do you need to be a team? -- Effective teams -- High-performing teams -- High-performing transformational leadership teams -- Conclusion -- 03 The five disciplines of successful team practice -- Introduction -- The five disciplines -- Connecting the disciplines -- Conclusion -- Part II Team coaching -- 04 What is team coaching? -- Introduction -- History of team coaching -- Limiting assumptions concerning team coaching -- Defining team coaching -- The extended team coaching continuum -- The who of team coaching -- Conclusion -- 05 The team coaching process -- Introduction -- The role of the team coach -- The CID-CLEAR relationship process -- The CLEAR way of structuring an individual event -- The team leader as team coach -- Conclusion -- 06 Coaching the five disciplines: systemic team coaching -- Introduction -- Discipline 1: Commissioning and re-commissioning -- Discipline 2: Clarifying -- Discipline 3: Co-creation -- Discipline 4: Connecting -- Discipline 5: The core learning -- Coaching the interconnections between the disciplines -- Conclusion -- Part III Coaching different types of teams -- 07 Many types of teams -- Introduction -- Types of teams -- Management teams -- Project teams -- Virtual teams -- International teams -- Client or customer account teams -- Inter-group coaching -- Conclusion -- 08 Coaching the board -- Introduction -- The growing challenges for boards -- Coaching the board -- Clarifying the role of the board: Disciplines 1 and 2 -- The dynamics of the board: Discipline 3 -- Coaching the board on how it connects: Discipline 4 -- Coaching the board on how it learns and develops: Discipline 5 -- Conclusion -- Part IV Creating shared leadership, selecting, developing and coaching your own team. Advice to -- chief executives and other team leaders -- 09 Selecting the players for a high-performing team -- Introduction -- Key selection principles -- Selection process -- Conclusion -- 10 Key steps for CEOs in creating a high-performing team with shared leadership -- The journey for the team leader -- The 12 practices -- Conclusion -- 11 How to find, select and work with a good team coach -- Introduction -- An approach to finding, selecting and working effectively with a quality team coach -- Conclusion -- 12 Developing as a team coach -- Introduction -- The transition -- Stepping into the role: the necessary demeanour -- The core capabilities -- Team coach dilemmas -- Conclusion -- 13 Supervising team coaching -- Introduction -- What is supervision? -- Different contexts for supervising team coaching -- The six-step team coaching supervision model -- Reflections on the six-step supervision process -- Conclusion -- 14 Team coaching methods, tools and techniques -- Introduction and principles for using tools and methods -- Team culture review -- When to use which tools and methods -- Conclusion -- 15 Conclusion -- Introduction -- Who or what does team coaching serve? Overcoming the Parsifal trap -- An agenda for moving forward -- Glossary -- Recommended reading -- Resources for finding team coaches and team coach training -- Bibliography -- Index.

ECONIS - Online Catalogue of the ZBW