Cover
Copyright Page
Endorsements
Dedication
Table of Contents
Foreword by Michael Cavanagh
About the author
Contributing author - Nick Wilkins
Acknowledgements
Preface
1 Introduction COACHING FOR NEW LEADERSHIP
THE CONTEXT OF COACHING
WHO SHOULD READ THIS BOOK?
OVERVIEW OF CHAPTERS
Chapter 2: Seven decades of leadership development
Chapter 3: What is business coaching?
Chapter 4: How to get the best from your coaching
Chapter 5: The business coaching conversation
Chapter 6: The power of coaching models
Chapter 7: Facilitating the coaching conversation
Chapter 8: Bring neuroscience to leadership coaching practice
Chapter 9: Gender diversity – coaching men and women to lead
Chapter 10: Coaching in organisations
Chapter 11: Safe and ethical practice
Chapter 12: Coach supervision
Chapter 13: The future of business coaching
Chapter 14: Epilogue – coaching for new leadership
FURTHER READING
2 Seven decades of leadership development WHAT IS LEADERSHIP?
What is the difference between leadership and management?
What is a leader?
What are the characteristics of a good leader?
Emergence of a new definition of leadership
Leadership development survey (South Africa, 2013)
LEADERSHIP AND MANAGEMENT THEORIES
Naturalistic theories
Ohio Leadership Studies
Michigan Leadership Studies
McGregor’s Theories X and Y
Trait theories
Behavioural theories
Blake and Mouton’s Managerial Grid
Contingency theories
Functional leadership theory
Situational theories
Attribute pattern theories
Transactional and transformational theories of leadership
Transactional leadership
Transformational leadership
Relationship theories
Distributed leadership – the learning organisation
Ethical and values-based theories
LEADERSHIP STYLES
Autocratic, democratic and laissez-faire leadership
Emotional intelligence leadership styles
Engaging leadership style
Narcissistic leadership style
Toxic leadership style
OTHER KEY LEADERSHIP ATTRIBUTES
Determination and drive
Self-confidence, integrity and sociability
Core self-evaluation
Emotional intelligence
Nelson Mandela – a leader with strong emotional intelligence
CURRENT THINKING ON LEADERS AND MOTIVATION
Self-determination theory
GENDER DIFFERENCES IN LEADERSHIP STYLE
STATES OF BEING AND MINDFULNESS
Bridging the canyon
COMPLEXITY IN LEADERSHIP DEVELOPMENT
CONCLUSION
FURTHER READING
3 What is business coaching? BUSINESS COACHING DEFINED
An executive scenario
Going beyond keeping the balls in the air
The essence of best-practice business coaching
BUSINESS COACHING VERSUS EXECUTIVE COACHING
BUSINESS COACHING VERSUS OTHER DISCIPLINES
Training: can leaders be trained?
Mentoring: domain-specific expertise
Counselling and therapy: psychological literacy needed
Coaching: executive, performance, team and peer coaching
CONCLUSION
FURTHER READING
4 How to get the best from your coaching WHY MIGHT YOU NEED A COACH?
What would a coach do for you?
How can you assess whether business coaching is for you?
WHAT DO YOU NEED TO BRING TO THE COACHING SESSION?
How will the coaching process unfold?
What could be the final results?
WHAT FORM OF SUPPORT DO YOU REALLY NEED?
Finding the right coach and knowing what to look for
Coach competences
WHAT VALUE CAN YOU EXPECT FROM THE COACHING INTERVENTION?
Understanding the importance of EQ
Why do you need to shop for a best-practice business coach?
Developing mastery: working with assumptions
WHAT CAN YOU DO IF IT DOESN’T WORK OUT FOR YOU?
CONCLUSION
FURTHER READING
5 The business coaching conversation THE BUSINESS COACHING PROCESS
An alliance between coach, client and organisation
Can coaching produce sustainable behavioural change?
OUR OWN CULTURAL FRAMEWORK
Assumptions and existential issues
Guidelines for sustainable behavioural change
HOW CAN COACHING SUSTAIN BEHAVIOUR CHANGE?
Building the relationship
Learning from experience
Understanding the roles of others in the system
Developing EQ
Being flexible
Making your ethical code explicit
Being coached yourself
Creating a development plan with goals
Measuring coaching results
Evaluating and reviewing
LIBERATING YOUR CLIENTS’ STORIES
How much are you in the way?
Working with tacit qualities to build the supportive relationship
What about listening?
CONCLUSION
FURTHER READING
6 The power of coaching models WORKING WITH METAPHOR AND ANALOGY
WORKING WITH COACHING MODELS
Models offer structure and flexibility
The Scientist-Practitioner Model
How can this model help you?
Encompassing the coaching conversation and the coaching journey
Coaching is always an experiential learning conversation
THE NESTED-LEVELS MODEL
Two approaches
At the level of learning
Ontological levels: being and becoming
Open to possibilities
Nested-levels story
THE COACHING CONVERSATION: AN EXPERIENTIAL ROAD MAP
Kolb’s Experiential Learning Model
Using Kolb’s four modes of learning
What Kolb’s four learning modes indicate
Explanation: using Kolb’s model as a coaching process
COACHING IN COMPLEX ENVIRONMENTS
Cynefin: the decision-making framework
Four practices: best, good, emergent and novel
CONCLUSION
FURTHER READING
7 Facilitating the coaching conversation
THE EQ MODEL
EQ Model case study
DOMAINS OF COMPETENCE MODEL (HABERMAS/FLAHERTY)
I: the domain of the individual
We: the domain of the collective or the community
It: the domain of the external or objective world
KEN WILBER’S FOUR-QUADRANT INTEGRAL MODEL
Upper left (UL)
Upper right (UR)
Lower left (LL)
Lower right (LR)
Case study: in the workplace
Questions in the four quadrants
EXISTENTIAL ISSUES AND EXPERIENTIAL LEARNING
What is existentialism?
Being versus doing
Existential dilemma: meaning and purpose
Personal responsibility and awareness
Ubuntu
Ernesto Spinelli’s Existential Model
NANCY KLINE’S THINKING PARTNERSHIP® MODEL
The Thinking Environment® coaching process
Existentialism and the Thinking Environment®
The Thinking Environment® and existential phenomenology
DESIGNING YOUR OWN MODEL
CONCLUSION
FURTHER READING
8 Bringing neuroscience to leadership coaching practice LEARNING FROM EXPERIENCE
THE BRAIN AS A SOCIAL SYSTEM
MIND AND BRAIN: MINDFULNESS PRACTICE TO DEVELOP AWARENESS
CHANGING HABITS USING THE BRAIN’S “WORKING MEMORY”
WORKING WITH ATTENTION AND SUSTAINED POSITIVE EMOTIONS
THE ROLE OF THE BODY AND EMOTIONS IN DECISION MAKING
THE FOUR WORLDS IN EXISTENTIAL PHILOSOPHY
CONNECTION BETWEEN COACH AND CLIENT – RAPPORT
CONCLUSION
FURTHER READING
9 Gender diversity – coaching men and women to lead
INTRODUCTION
UNDERSTANDING GENDER DIVERSITY, POWER AND CULTURE
CONTEMPORARY PSYCHOLOGICAL RESEARCH
Where does gender fit in – men
Alpha male and alpha female
Where does gender fit in – women
GENDER MANAGEMENT AND ORGANISATIONAL CULTURE
Gender management research in organisations
The gendering of organisations
Gender and the boardroom
DIVERSITY AND IDENTITY WITHIN A THINKING ENVIRONMENT®
Thinking Environment® philosophy
Assumptions in diversity work
Working with group identity and limiting assumptions
CULTURAL CONTEXTS ON GENDER ISSUES IN BUSINESS
Shaping culture
Leading in a multicultural and diverse environment
Binary opposites
ACADEMIC RESEARCH ON COACHING AND GENDER
CONCLUSION
FURTHER READING
10 Coaching in organisations
BALANCING INTERESTS IN BUSINESS COACHING
Understanding, agreement and commitment
The coaching contract and aligning goals
Aligning values and goals
Professional development plans
CONTRACTING
Contracting is critical
Overall aim for the coaching
Define coaching in your contract
Objectives and review
Your model as a contracting structure
TEAM COACHING IN ORGANISATIONS
Team coaching is crucial for organisational transformation
Team learning enhances performance in the workplace
Measuring results
RETURN ON INVESTMENT
How hard can it be?
Credit or blame?
Better measures for business coaching
Treat ROI figures with caution
CONCLUSION
FURTHER READING
11 Safe and ethical practice
PROTECTING YOUR PRACTICE
Competence
Supervision
Ethics
Contracting
Credentialing
Professional liability insurance
Ensuring professional success
THE PRACTICE OF ETHICS AND THE ETHICS OF PRACTICE
Ethics and integrity
Ethics is a neglected field
Professional ethical codes
Rules of the game: living ethical values with integrity
NAVIGATING THE LABYRINTH
Complexity and self-awareness
EXISTENTIAL ETHICAL THEMES TO CONSIDER
Executive dilemma
UNDERSTAND WHAT ETHICS MEANS IN PRACTICE
Include ethics in your contracting
BEHAVIOURAL BOUNDARIES IN BUSINESS COACHING
CONCLUSION
FURTHER READING
12 Coach supervision
THE CHANGING LANDSCAPE
KEY QUESTIONS ON COACH SUPERVISION
Why coach supervision?
What is the role of the supervisor?
What are the benefits of individual and group supervision?
What happens when supervision doesn’t work?
What types of supervision are appropriate?
How important is the organisational context of supervision?
THE SUPERVISORY RELATIONSHIP
Parallel processes
WHO SHOULD SUPERVISE?
CONCLUSION
FURTHER READING
13 The future of business coaching
WHERE WILL COACHING BE IN 2020?
PROFESSIONALISATION
EDUCATION AND DEVELOPMENT
MASTERY OF PRACTICE
COACHING RESEARCH
Focus areas identified for coaching research from ICRF 100 research proposals
What research categories emerged in their own right?
What are the opportunities for coaching research in the next five years?
What did we learn, and what do we recommend as a way forward?
Practitioner research and reflective practice
COACHING IN SOCIETY
CONCLUSION – TO BE OR NOT TO BE A PROFESSION?
FURTHER READING
14 Epilogue – coaching for new leadership
WHAT ARE THE CHALLENGES FACING LEADERSHIP COACHING GLOBALLY?
HOW IS COACHING MAKING A DIFFERENCE IN ORGANISATIONS AND SOCIETY?
Lee Salmon: the entrepreneurial go-to place for executive coaching
Nancy Kline: independent thinking to create societal change
Mark Rittenberg: theatre practices to develop holistic, authentic leaders
Lew Stern: positively influencing leadership for global sustainability
Marilyn Johnson: coaching for leadership and community awareness
Nonkqubela Maliza: driving the transformation agenda
Shani Naidoo: coaching and social networking
EMERGENT TRANSFORMATIONAL LEADERSHIP
Annette Fillery-Travis: facilitators of learning and the third sector
Italia Boninelli: global mining and its impact on communities and society
Daniel Doherty: coaching research to understand organisa-tional and economic shifts
Nick Craig and Carol Kauffman: heirs apparent taking a deep dive
Mark Broadbent: opening up emotional intelligence
Garth Towell: what is required for transformational leaders?
Siegfried Greif: building a trusting relationship
Mark Rittenberg: coaching civil disobedience
Richard Hames: leadership consciousness and domains of learning
Suzanne Lines: leadership and values-based transformation
Richard Narva: working with family narrative and entrepre-neurship
Gordon Spence: research support for systemic change
TIPPING POINTS FOR CHANGE
COACHING FOR NEW LEADERSHIP
Living organisational values with integrity
Values-based actions
Courage
Understanding intrinsic drivers
David Lane: emerging client stories
CONCLUSION
APPENDIX: SAMPLE RESEARCH SURVEY QUESTIONS
INTERVIEWS
FURTHER READING
BIBLIOGRAPHY
INDEX