The Coaching Organization: A Strategy for Developing Leaders is the only book to provide practical advice on how a company can strategically manage coaching initiatives that strengthen organizations and enhance employee engagement and growth. Authors James M. Hunt and Joseph R. Weintraub offer best practices to help organizations deploy developmental coaching that drives leadership and employee effectiveness.
Offers a strategic view of how to manage developmental coaching: Coaching initiatives are often deployed on an ad hoc and unmanaged basis and as such often yield disappointing results. This book provides a guide for the strategic management of coaching initiatives including executive coaching, internal coaching, coaching by managers, and peer coaching, so as to maximize their impact and value.; Presents credible and practical examples of successful coaching initiatives: Case-based research conducted by leading academics and practitioners illustrates how organizations can link coaching initiatives and organizational success. Case studies from organizations such as Whirlpool, Wachovia, Children's Hospital Boston, and Citizens Financial Group offer clear guidance on the organizational use of coaching.; Identifies assessment tools for developing and maintaining coaching initiatives: Organizational and coaching competency tools are provided to help design appropriate organizational coaching initiatives, select expert coaches, and train internal peer coaches and coaching managers. In addition, the book offers no-cost and low-cost ideas to help organizations spend less money while achieving better results.
Intended Audience: This is an excellent text for advanced undergraduate and graduate courses in Human Resource Management, Human Resource Development, Industrial and Organizational Psychology, Organizational Effectiveness, Executive Coaching, and Leadership. It is also a valuable resource for executives, managers, and human resource professionals.
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The Coaching Organization?
The Coaching Organization?
One of the more obvious lessons of history is that there is no such thing as a self-made man or a self-made woman. We are, all of us, the result of many people who have influenced us through the years, those who guided and encouraged us—a parent, a teacher—those who reprimanded, or scolded, or corrected, or gave the advice that set us on a different course.
Senior managers and human resource/organizational effectiveness professionals say something like the following in nearly every organization we visit:
- The career development of our people is just not being addressed by their managers or by anyone else. We have to do something.
- Our people complain that they just don't get enough feedback, and they don't ...