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 a Coaching Manager Capability
Building a Coaching Manager Capability
In this chapter, we describe the following:
- The indicators for building a coaching manager capability
- The rethinking of management jobs necessary to facilitate managers' integration of coaching into their leadership skill sets
- The cultural shift necessary to promote a culture that truly values learning and therefore supports individual managers taking the time necessary to provide developmental coaching
Imagine a scenario in which all members of an organization have access to someone who can help them learn on the job, improve their performance, help their organization, and grow their careers. Wouldn't that be great? Everyone does have access to someone who should be doing just that: his or her manager. Case closed. Well, perhaps not.
But what if this rather idealistic vision ...
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