Coaching Culture : Strategies for CEOs, Organisational Leaders, and HR Professionals

« This book reports on an empirically-based, theoretical model of coaching culture development over four stages. This is the first model of coaching culture development that goes beyond the listing of stages and strategies in the academic literature based on pracademic experience. It is a dynamic, process model which informs practitioners of how to develop a coaching culture in organisations. Each stage is explained in terms of how coaching is conceptualised by organisational leaders, the motivation for introducing coaching into the organisation, the organisational members who are the recipients of coaching, and those who are involved in delivering the coaching at each stage. The model contributes to the academic literature and the growing calls for coaching to become a discipline in its own right. »-- Résumé de l'éditeur Acknowledgements About the Book Contents List of Figures List of Tables About the Author Chapter 1: Introduction What Is Coaching? Misconceptions of Coaching Contemporary Views of Coaching Research Study Summary of Findings Structure of the Chapters References Chapter 2: Research on Coaching and Coaching Culture Definitions Types of Coaching Coaching Culture Practice Why Develop a Coaching Culture? Benefits of Coaching and a Coaching Culture Theoretical Basis for Coaching and a Coaching Culture Educational Underpinnings to Coaching Psychological Underpinnings to Coaching Management Underpinnings to Coaching Integrated Model of the Evidence for a Coaching Culture Organisational Culture Coaching Culture as a Subculture References Chapter 3: Process Model of Coaching Culture Development Extant Models of Coaching Extant Models of Coaching Culture Development Deficiencies in Current Approaches A Theoretical Model of Coaching Culture Development Theoretical Contributions of the Theoretical Model Stages Identified in the Theoretical Model of Coaching Culture Development References Chapter 4: Stage 1: Coaching-as-Intervention Utilitarian Conceptualisation Instrumental Motivation Individual Drivers Outsourced Delivery Stage 1: Illustrative Examples: Coaching-as-Intervention Chapter 5: Stage 2: Coaching-as-HR-Function Pedagogical Conceptualisation Developmental Motivation Functional Drivers Targeted Delivery Stage 2: Illustrative Examples: Coaching-as-HR-Function Chapter 6: Stage 3: Coaching-as-Leader-Capability Practice Conceptualisation Performance Motivation Business Drivers Internalised Delivery Stage 3: Illustrative Examples: Coaching-as-Leader-Capability Chapter 7: Stage 4: Coaching-as-Culture Organic Conceptualisation Transformational Motivation Top-Down Drivers Integrated Delivery Stage 4: Illustrative Examples: Coaching-as-Culture Chapter 8: Transitioning Across Stages Strategies in the Extant Literature Transitions Between Stages Strategies and Mechanisms Transition Strategies Identified from the Model References Chapter 9: Transition from Stage 1 to Stage 2 Learn (Education): Mindset Shift HR Professionals Are Formally Trained as Coaches HR Develops In-House Coaching Skills Curriculum Grow (Psychology): Cognitive Restructuring HR Professionals Experience Being Coached Lead (Management): Acquisition of Leader Competencies Coaching Is Positioned Within HR HR Develops the Infrastructure for Coaching HR Establishes the Support for Coaching Accredited Coach Network Coaching Circles Coaching Communities HR Establishes Coaching Panels Chapter 10: Transition from Stage 2 to Stage 3 Learn (Education): Malleable Perspective Coaching Is a Core Capability Within a Leadership Development Framework Managers Are Trained in Coaching Skills to Become Leaders Coaching Is Embedded into All Leadership and Executive Development Programmes Grow (Psychology): Social Restructuring Leaders Experience Being Coached A Coaching Leadership Style Replaces Command-and-Control Any Unwillingness of Leaders to Coach Is Addressed Lead (Management): Motivation and Performance Improvement Coaching Is Positioned Within Business Units Leaders Coach Their Direct Reports and Others in the Organisation Leaders Create a Safe Environment in Which to Coach Regular Feedback Coaching Sessions Replace the Annual Performance Review Specialist Coaches Are Trained to Coach Within Business Units Internal Coaches Are Appointed to Work Within Business Units An Internal Coaching Team Is Established to Work Within Business Units Chapter 11: Transition from Stage 3 to Stage 4 Learn (Education): Learning, Growth and Development CEO and Senior Executives Are Formally Trained as Coaches CEO and Senior Executives Have Absolute Clarity About What Coaching Is and Is Not CEO and Senior Executives Model Buy-In, Engagement and Sponsorship Grow (Psychology): Self-Regulation and Emotional Intelligence CEO and Senior Executives Experience Being Coached CEO and Senior Executives Adopt a Growth Mindset CEO and Senior Executives Believe in the Value and Potential of All Employees Lead (Management): Business and Relationship Improvements Coaching Is Positioned at the Organisational Level as a Strategic Priority CEO and Senior Executives Align Coaching with Vision, Values and Behaviours CEO and Senior Executives Define the Organisational and Business Goals from Coaching A Recurrent Budget and Resources Are Allocated to Coaching The Return on Investment from Coaching Is Measured A Senior Executive Is Appointed as a Coaching Champion A Communication Strategy Is Developed to Introduce and Sustain Coaching Practice CEO and Senior Executives Analyse Every Aspect Through a Coaching Lens Organisational Levers to Maximise the Impact of Coaching Are Identified Coaching Is Applied More Broadly Across the Organisation A Coaching Framework Is Attached to All Training Activities Coaching Is Conducted Throughout the Organisation Peer Coaching Is Conducted Throughout the Organisation Coaching Relationships Are Extended to External Customers and Suppliers Chapter 12: Conclusions A Blueprint for Cultural Change Implications for CEOs and Senior Executives Implications for Organisational Leaders Implications for HR Professionals Training in Coaching Skills Delivery Coaching Infrastructure Internal/Specialist Coaches Index