Summary
Contents
Subject index
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.
Key Features:
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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Building and Leading a Coaching Capacity
Building and Leading a Coaching Capacity
In this chapter, we describe the following:
- The need for leadership and management in the building of a coaching capability
- The phases of organizational coaching capability development
- Competing mental models of coaching with which the coaching leader must contend
- The role and tasks of the coaching practice manager
The building of a robust coaching capability, like that described at Whirlpool, does not happen by itself. As with most aspects of organizational life, these outcomes are achieved when specific individuals are tasked with making them happen and then exercise the management and leadership skills necessary to mobilize resources, build a coalition of stakeholders, develop an action plan, and follow through with an operation that meets the demands of those stakeholders.
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