Leadership Coaching: Working with Leaders to Develop Elite Performance

Enhanced descriptions from Syndetics:

Leadership Coaching examines the models and techniques used to develop leadership in others through a coaching relationship. Looking at specific models, each contributor reviews the research which supports the model and then explores how the model can be of help in a coaching relationship.The book includes chapters on well known models such as Porter's Strategy model and Goleman's model of leadership styles. It also draws on work from both the western view of leadership, as well as other traditions such as using ancient writers of Sun Tzu and African myths.

Table of contents provided by Syndetics

• Acknowledgements (p. xi)
• About the contributors (p. xiii)
• Foreword (p. xxi)
• Introduction (p. 1)
• 1 Leadership coaching (p. 5)
• Introduction (p. 5)
• The opportunities of concepts and frameworks (p. 6)
• Evidence-based coaching: the importance of research (p. 7)
• Working with senior leaders: servant leadership (p. 10)
• Conclusions (p. 14)
• 2 Coaching for authentic leadership (p. 17)
• Introduction (p. 17)
• The authentic leadership model (p. 17)
• The reflective stance in authentic leadership (p. 19)
• Defiant and compliant leadership (p. 20)
• Theoretical and research underpinnings (p. 21)
• Using the authentic leadership model with coachees (p. 23)
• Working with particular tools and approaches (p. 26)
• Coaches' self-awareness (p. 29)
• Case study (p. 30)
• Conclusions (p. 33)
• 3 The integrated leadership model (p. 35)
• Introduction (p. 35)
• The integrated leadership model (p. 36)
• The research (p. 39)
• Using the integrated leadership model with coaches (p. 40)
• Working with the specific scales (p. 45)
• Case study (p. 50)
• Conclusions (p. 52)
• 4 Coaching for emotionally intelligent leadership (p. 55)
• Introduction (p. 55)
• The emotionally intelligent leadership model (p. 56)
• The Bar-On model of EI (p. 57)
• The research (p. 58)
• The six most important EI factors that predict successful leadership (p. 62)
• Using the emotionally intelligent leadership model with coachees (p. 63)
• Case study (p. 67)
• Conclusions (p. 72)
• 5 The leadership Radar (p. 75)
• Introduction (p. 75)
• The leadership model (p. 76)
• The research (p. 78)
• Using the model with coachees (p. 79)
• Case study (p. 89)
• Conclusions (p. 92)
• 6 An Asian perspective on leadership coaching: Sun Tzu and The Art of War (p. 93)
• Introduction (p. 93)
• The Art of War model of leadership (p. 93)
• Using the model with coachees (p. 99)
• Peak performance: form and condition (Essay 4) (p. 101)
• Nine modes of operation (p. 106)
• Operational management (manoeuvring the army) (Essay 9) (p. 109)
• Communication (Essay 7) (p. 109)
• Change leadership: weaknesses and strengths (Essay 6) (p. 109)
• Case study (p. 110)
• Conclusions (p. 112)
• 7 Coaching for Icarus leadership: Helping leaders who can potentially derail (p. 115)
• Introduction (p. 115)
• Leadership model: the Icarus syndrome (p. 117)
• The research (p. 122)
• Using the model with coachees (p. 124)
• Who learns what from coaching? (p. 129)
• Conclusions (p. 130)
• 8 Coaching for integral leadership (p. 133)
• Introduction (p. 133)
• The leadership model (p. 134)
• The research (p. 140)
• Using the integral framework with coachees (p. 144)
• Quadrant inquiry (p. 146)
• Case study (p. 151)
• Conclusions (p. 154)
• Acknowledgements (p. 154)
• 9 Coaching political leaders (p. 159)
• Introduction (p. 159)
• The leadership model (p. 160)
• The research underpinning the leadership model (p. 163)
• Using the model with coachees (p. 165)
• Leadership development for politicians (p. 166)
• Case study (p. 172)
• Conclusions (p. 173)
• 10 Leadership coaching with feedforward (p. 177)
• Introduction (p. 177)
• The coaching feedforward model (p. 177)
• What holds us back? (p. 178)
• How the success delusion makes us superstitious (p. 180)
• Making the changes we need to make (p. 180)
• Using feedforward with coachees (p. 181)
• Eleven reasons to try feedforward (p. 182)
• Conclusions (p. 184)
• 11 Coaching from a systems perspective (p. 187)
• Introduction (p. 187)
• The leadership model (p. 188)
• The research: lessons from the Power Lab and the Organization Workshop (p. 189)
• Using the systems model with coachees: converting system blindness to system sight (p. 191)
• Systemic coaching (p. 202)
• Case study (p. 205)
• Conclusions (p. 208)
• 12 Coaching for transactional and transformational leadership (p. 211)
• Introduction (p. 211)
• The concept of transactional and transformational leadership (p. 212)
• Bass's 'Full range of leadership' model (p. 212)
• Research into Bass's model of transformational leadership using the MLQ (p. 215)
• Transactional and transformational leadership in the 21st century (p. 216)
• Using the transactional and transformational leadership model with coachees (p. 217)
• Introducing formal leadership models in coaching (p. 218)
• Background research on the organization's culture (p. 218)
• Contextualizing the models (p. 219)
• Understanding the coachee's context (p. 220)
• Understanding leadership style impact (p. 221)
• Coaching for leadership development with 360° feedback (p. 221)
• Coaching for leadership development without 360° feedback (p. 223)
• Case study (p. 224)
• Conclusions (p. 226)
• 13 Coaching for leadership style (p. 229)
• Introduction (p. 229)
• The Hay Group leadership model (p. 230)
• The research (p. 232)
• Using the leadership styles model with coachees (p. 235)
• Case study (p. 240)
• Conclusions (p. 242)
• 14 Leadership coaching: Strategy coaching (p. 245)
• Introduction (p. 245)
• The strategy models (p. 246)
• Using the strategic model with senior coachees (p. 251)
• Case study (p. 256)
• Conclusions (p. 259)
• 15 Coaching global top teams (p. 263)
• Introduction (p. 263)
• What is different about teams at the top? (p. 264)
• Researching elite performance in top teams (p. 266)
• Elite performance requires positive conflict (p. 268)
• Working with top-team coaches (p. 270)
• Top-team interventions (p. 273)
• Case study (p. 276)
• Using tools and techniques with the top team (p. 278)
• Conclusions (p. 283)
• Acknowledgement (p. 283)
• 16 Coaching using leadership myths and stories: An African perspective (p. 285)
• Introduction (p. 285)
• Ubuntu: a leadership model (p. 286)
• The research (p. 289)
• Using Ubuntu-inspired leadership techniques with coachees (p. 291)
• Case study (p. 295)
• Conclusions (p. 296)
• Appendix: Association for Coaching (p. 299)
• Index (p. 303)