Leadership Team Coaching: Developing Collective Transformational Leadership

Enhanced descriptions from Syndetics:

Organisations are most effective when the teams accountable for the organisation's success are performing to the best of their abilities. When the relationships within the team work well, and all members of the team have a clear focus the team has a significant impact on achieving goals and building business.Leadership Team Coaching is aimed at anyone whose role it is to encourage and develop a team. Providing a thorough understanding of the role and importance the team has in contributing to an organizations objectives, it provides the practical tools and techniques to facilitate effective team performance. It includes guidance on all the key areas of team coaching, including coaching the board and supervising team coaching and how a team can engage effectively with key stake holders in a collective manner.Offering a practical road map with numerous examples, Leadership Team Coaching brings together the latest research to teach you how you can develop people from disparate groups into a high performing team to transform your business.

Table of contents provided by Syndetics

• Preface (p. xi)
• Acknowledgements (p. xiii)
• Introduction (p. 1)
• Part 1 High-performing teams (p. 5)
• 01 Why the world needs more high-performing leadership teams (p. 7)
• The changing challenge for teams (p. 9)
• Are leadership teams ready to respond? (p. 14)
• The challenge to the leadership development and coaching industry (p. 16)
• Conclusion (p. 18)
• 02 The high-performing team and the transformational leadership team (p. 21)
• Introduction (p. 21)
• Do you need to be a team? (p. 22)
• Effective teams (p. 24)
• High-performing teams (p. 26)
• High-performing transformational leadership teams (p. 27)
• Conclusion (p. 31)
• 03 The five disciplines of successful team practice (p. 33)
• Introduction (p. 33)
• The five disciplines (p. 35)
• Connecting the disciplines (p. 38)
• Conclusion (p. 43)
• Part 2 Team coaching (p. 45)
• 04 What is team coaching? (p. 47)
• Introduction (p. 47)
• History of team coaching (p. 48)
• Limiting assumptions concerning team coaching (p. 52)
• Defining team coaching (p. 52)
• The extended team coaching continuum (p. 61)
• The who of team coaching (p. 61)
• Conclusion (p. 63)
• 05 The team coaching process (p. 65)
• Introduction (p. 65)
• The role of the team coach (p. 66)
• The CID-CLEAR relationship process (p. 67)
• The CLEAR way of structuring an individual event (p. 81)
• The team leader as team coach (p. 81)
• Conclusion (p. 82)
• 06 Coaching the five disciplines: systemic team coaching (p. 83)
• Introduction (p. 83)
• Discipline 1 Commissioning and re-commissioning (p. 86)
• Discipline 2 Clarifying (p. 87)
• Discipline 3 Co-creation (p. 89)
• Discipline 4 Connecting (p. 93)
• Discipline 5 The core learning (p. 95)
• Coaching the interconnections between the disciplines (p. 98)
• Conclusion (p. 99)
• Part 3 Coaching different types of teams (p. 101)
• 07 Many types of teams: coaching the virtual, dispersed, international, project and account team (p. 103)
• Introduction (p. 103)
• Types of teams (p. 103)
• Management teams (p. 104)
• Project teams (p. 106)
• Virtual teams (p. 111)
• International teams (p. 112)
• Client or customer account teams (p. 116)
• Conclusion (p. 120)
• 08 Coaching the board (p. 121)
• Introduction (p. 121)
• The growing challenges for boards (p. 122)
• Coaching the board (p. 122)
• Clarifying the role of the board: Disciplines 1 and 2 (p. 124)
• The dynamics of the board: Discipline 3 (p. 132)
• Coaching the board on how it connects: Discipline 4 (p. 133)
• Coaching the board on how it learns and develops: Discipline 5 (p. 135)
• Conclusion (p. 136)
• Part 4 Selecting, developing and supervising team coaches (p. 139)
• 09 How to find, select and work with a good team coach (p. 141)
• Introduction (p. 142)
• An approach to finding, selecting and working effectively with a quality team coach (p. 143)
• Conclusion (p. 149)
• 10 Developing as a team coach (p. 151)
• Introduction (p. 151)
• The transition (p. 152)
• Stepping into the role - the necessary demeanour (p. 154)
• The core capabilities (p. 155)
• Team coach dilemmas (p. 166)
• Conclusion (p. 168)
• 11 Supervising team coaching (p. 169)
• Introduction (p. 169)
• What is supervision? (p. 170)
• Different contexts for supervising team coaching (p. 171)
• The six-step team coaching supervision model (p. 173)
• Reflections on the six-step supervision process (p. 178)
• Conclusion (p. 182)
• 12 Team coaching methods, tools and techniques (p. 183)
• Introduction and principles for using tools and methods (p. 183)
• 1 Psychometric instruments (p. 184)
• 2 Team appraisal questionnaires and instruments (p. 189)
• 3 Experiential methods for exploring team dynamics and functioning (p. 196)
• Team culture review (p. 202)
• When to use which tools and methods (p. 203)
• Conclusion (p. 203)
• 13 Conclusion (p. 207)
• Introduction (p. 207)
• Who or what does team coaching serve? Overcoming the Parsifal trap (p. 208)
• An agenda for moving forward (p. 211)
• Glossary (p. 213)
• Recommended reading (p. 215)
• Resources for finding team coaches and team coach training (p. 216)
• Bibliography (p. 219)
• Index (p. 225)