Peter Hawkins

Leadership Team Coaching in Practice

Case Studies on Creating Highly Effective Teams

• Gebundenes Buch

Produktbeschreibung

Develop high-performing transformational leadership teams within any organization by learning from best practice case studies from around the world.

Produktdetails

• Verlag: Kogan Page / Kogan Page Ltd
• Seitenzahl: 472
• Erscheinungstermin: 3. Februar 2022
• Englisch
• Abmessung: 240mm x 161mm x 35mm
• Gewicht: 1214g
• ISBN-13: 9781789666236
• ISBN-10: 1789666236
• Artikelnr.: 61487992

Autorenporträt

Peter Hawkins

Inhaltsangabe

Chapter - 01: Introduction: High value-creating 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 Connections: Inter-team
coaching at Yeovil Hospital Foundation Trust [Peter Hawkins and Gavin
Boyle]; Chapter - 07: Coaching the team working with its core learning [Sue
Coyne and Judith Nicol]; Chapter - 08: Systemic team coaching: co-creation
by four teams - A Japanese case study: Kyoto Toyota Motor Company
[Hidetoshi Tajika]; Chapter - 09: Team coaching for organizational learning
and innovation: A case study of an Australian pharmaceutical [Padraig
O'Sullivan and Carole Field] Chapter - 10: The team coaching journey with a
leadership team in a period of transformation [Olivia Chauvain, Claire
Forest, Fanny Sensen and Christophe Mikolajczak]; Chapter - 11: Systemic
Team Coaching combined with a leadership team coaching program: Peel Police
Canada [Heather Clayton, Catherine Carr and Nishan Duraiappah]; Chapter -
12: Developing an effective 'team of teams' approach in Comair [Barbara
Walsh, Danny Tuckwood, Erik Venter, Geraldine Welby-Cooke, Tracey Mccreadie
and Justin Dell, Peter Hawkins]; Chapter - 13: A medley of team coaching
vignettes: challenges and innovation [Peter Hawkins, Helen Zink, Nathalie
Lerotic Pavlik and Nqobekile Dorah Manyoni, Monica Callon, Lucy Shenouda
and Ralph Cochrane, Declan Woods]; Chapter - 14: Assessment and evaluation
of teams and team coaching [Peter Hawkins]; Chapter - 15: 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 - 16: Creating a 'teaming', and 'team of teams'
culture and a strategy for team coaching [Peter Hawkins]; Chapter - 17:
Embodied approaches to team coaching [Peter Hawkins and David Presswell];
Chapter - 18: Developing the personal core capacities for systemic team
coaching [Peter Hawkins]; Chapter - 19: Training systemic team coaches
[Peter Hawkins, John Leary-Joyce and Hilary Lines]; Chapter - 20: Systemic
team coaching - where next? [Peter Hawkins and Krister Lowe]