Leadership coaching : working with leaders to develop elite performance

Leadership Coaching examines the models and techniques used to develop leadership in others through a coaching relationship. Twenty-five leading international coaches critique a range of both popular and less well-known coaching models, providing new insights and practical guidance for those whose role it is to coach for optimum performance.The book covers a broad range of topics key to coaching for leadership including: emotional intelligence, transformational leadership, public services leadership, change, and coaching an international board. It also draws on work from both the western view of leadership as well as other traditions, such as using ancient writer like Sun Tzu and African myths.US-based contributors include Marshall Goldsmith and Barry Oshry (Power and Systems). Other contributors include: Declan Woods (Penna Consulting, London South Bank University), Jean Hartley (Warwick Business School), Ho Law (Empsy Ltd), Stuart Duff (Pearn Kandola), Ceri Roderick (Pearn Kandola), Martin Egan (Axialent), Graham Lee (Oxford Consulting Group), Doug Strycharczyk (AQR Ltd), Jonathan Perks (Penna Consulting), Adrian Furnham (London University), Juliette Alban-Metcalfe (Real World Consulting), Katherine Tulpa (Urban Coaching). Copyright ......Page 5 Contents......Page 8 Acknowledgements......Page 12 About the contributors......Page 14 Foreword: The inner game of coaching......Page 22 Introduction......Page 24 Introduction......Page 28 The opportunities of concepts and frameworks......Page 29 Evidence-based coaching:the importa nce of research......Page 30 Working with senior leaders:servant leadership......Page 33 Conclusions......Page 37 The authentic leadership model......Page 40 The reflective sta nce in authenticleadership......Page 42 Defiant and compliant leadership......Page 43 Theoretical and research underpinnings......Page 44 Using the authentic leadershipmodel with coachees......Page 46 Working with particular tools andapproaches......Page 49 Coaches’ self-awareness......Page 52 Case study......Page 53 Conclusions......Page 56 Introduction......Page 58 The integrat ed leadership model......Page 59 The research......Page 62 Using the integrat ed leadership modelwith coaches......Page 63 Working with the specific scales......Page 68 Case study......Page 73 Conclusions......Page 75 Introduction......Page 78 The emotionally intelligentleadership model......Page 79 The Ba r-On model of EI......Page 80 The research......Page 81 The six most important EI factors thatpredict successful leadership......Page 85 Using the emotionally intelligentleadership model with coachees......Page 86 Case study......Page 90 Conclusions......Page 95 Introduction......Page 98 The leadership model......Page 99 The research......Page 101 Using the model with coachees......Page 102 Case study: Ra j......Page 112 Conclusions......Page 115 The Art of War model of leadership......Page 116 Using the model with coachees......Page 122 Peak performance: form andcondition (Essay 4)......Page 124 Nine modes of operat ion (九變)......Page 129 Change leadership: weaknesses andstrengths 虛實 (Essay 6)......Page 132 Case study......Page 133 Conclusions......Page 135 Introduction......Page 138 Leadership model: the Icarus syndrome......Page 140 The research......Page 145 Using the model with coachees......Page 147 Who learns what from coaching?......Page 152 Conclusions......Page 153 Introduction......Page 156 The leadership model......Page 157 The research......Page 163 Using the integral frameworkwith coachees......Page 167 Quadrant inquiry......Page 169 Case study......Page 174 Acknowledgements......Page 177 Introduction......Page 182 The leadership model......Page 183 The research underpinning theleadership model......Page 186 Using the model with coachees......Page 188 Leadership development for politicians......Page 189 Case study of coaching forpolitical leadership......Page 195 Conclusions......Page 196 The coaching feedforward model......Page 200 What holds us back?......Page 201 Making the changes we need to make......Page 203 Using feedforward with coachees......Page 204 Eleven reasons to try feedforward......Page 205 Conclusions......Page 207 Introduction......Page 210 The leadership model......Page 211 The research: lessons from the Power La band the Organizat ion Workshop......Page 212 Using the systems model with coachees:converting system blindness tosystem sight......Page 214 Systemic coaching......Page 225 Case study......Page 228 Conclusions......Page 231 Introduction......Page 234 Ba ss’s ‘Full range of leadership’ model......Page 235 Research into Ba ss’s model oftransformat ional leadershipusing the MLQ......Page 238 Transactional and transformat ionalleadership in the 21st century......Page 239 Using the transactional andtransformat ional leadershipmodel with coachees......Page 240 Ba ckground research on theorganizat ion’s culture......Page 241 Contextualizing the models......Page 242 Understa nding the coachee’s context......Page 243 Coaching for leadership developmentwith 360° feedback......Page 244 Coaching for leadership developmentwithout 360° feedback......Page 246 Case study......Page 247 Conclusions......Page 249 Introduction......Page 252 The Hay Group leadership model......Page 253 The research......Page 255 Using the leadership styles modelwith coachees......Page 258 Case study: Mario......Page 263 Conclusions......Page 265 Introduction......Page 268 The strat egy models......Page 269 Using the strat egic model withsenior coachees......Page 274 Case study......Page 279 Conclusions......Page 282 Introduction......Page 286 What is different about teams at the top?......Page 287 Researching elite performancein top teams......Page 289 Elite performance requires positiveconflict......Page 291 Working with top-team coaches......Page 293 Top-team interventions......Page 296 Case study......Page 299 Using tools and techniques withthe top team......Page 301 Acknowledgement......Page 306 Introduction......Page 308 Ubuntu: a leadership model......Page 309 The research......Page 312 Using Ubuntu-inspired leadershiptechniques with coachees......Page 314 Case study......Page 318 Conclusions......Page 319 Association for Coaching......Page 322 Index......Page 326 Copyright 5 Contents 8 Acknowledgements 12 About the contributors 14 Foreword: The inner game of coaching 22 Introduction 24 1 Leadership coaching 28 Introduction 28 The opportunities of concepts and frameworks 29 Evidence-based coaching:the importa nce of research 30 Working with senior leaders:servant leadership 33 Conclusions 37 2 Coaching for authenticleadership 40 Introduction 40 The authentic leadership model 40 The reflective sta nce in authenticleadership 42 Defiant and compliant leadership 43 Theoretical and research underpinnings 44 Using the authentic leadershipmodel with coachees 46 Working with particular tools andapproaches 49 Coaches’ self-awareness 52 Case study 53 Conclusions 56 3 The integratedleadership model 58 Introduction 58 The integrat ed leadership model 59 The research 62 Using the integrat ed leadership modelwith coaches 63 Working with the specific scales 68 Case study 73 Conclusions 75 4 Coaching for emotionallyintelligent leadership 78 Introduction 78 The emotionally intelligentleadership model 79 The Ba r-On model of EI 80 The research 81 The six most important EI factors thatpredict successful leadership 85 Using the emotionally intelligentleadership model with coachees 86 Case study 90 Conclusions 95 5 The Leadership Radar 98 Introduction 98 The leadership model 99 The research 101 Using the model with coachees 102 Case study: Ra j 112 Conclusions 115 6 An Asian perspective onleadership coachingSun Tzu and The Art of War 116 Introduction 116 The Art of War model of leadership 116 Using the model with coachees 122 Peak performance: form andcondition (Essay 4) 124 Nine modes of operat ion (九變) 129 Operat ional management (manoeuvringthe army) 行軍 (Essay 9) 132 Communicat ion (Essay 7) 132 Change leadership: weaknesses andstrengths 虛實 (Essay 6) 132 Case study 133 Conclusions 135 7 Coaching for IcarusleadershipHelping leaders who canpotentially derail 138 Introduction 138 Leadership model: the Icarus syndrome 140 The research 145 Using the model with coachees 147 Who learns what from coaching? 152 Conclusions 153 8 Coaching for integralleadership 156 Introduction 156 The leadership model 157 The research 163 Using the integral frameworkwith coachees 167 Quadrant inquiry 169 Case study 174 Conclusions 177 Acknowledgements 177 9 Coaching political leaders 182 Introduction 182 The leadership model 183 The research underpinning theleadership model 186 Using the model with coachees 188 Leadership development for politicians 189 Case study of coaching forpolitical leadership 195 Conclusions 196 10 Leadership coachingwith feedforward 200 Introduction 200 The coaching feedforward model 200 What holds us back? 201 How the success delusion makes ussuperstitious 203 Making the changes we need to make 203 Using feedforward with coachees 204 Eleven reasons to try feedforward 205 Conclusions 207 11 Coaching from a systemsperspective 210 Introduction 210 The leadership model 211 The research: lessons from the Power La band the Organizat ion Workshop 212 Using the systems model with coachees:converting system blindness tosystem sight 214 Systemic coaching 225 Case study 228 Conclusions 231 12 Coaching for transactionaland transformationalleadership 234 Introduction 234 The concept of transactional andtransformat ional leadership 235 Ba ss’s ‘Full range of leadership’ model 235 Research into Ba ss’s model oftransformat ional leadershipusing the MLQ 238 Transactional and transformat ionalleadership in the 21st century 239 Using the transactional andtransformat ional leadershipmodel with coachees 240 Introducing formal leadershipmodels in coaching 241 Ba ckground research on theorganizat ion’s culture 241 Contextualizing the models 242 Understa nding the coachee’s context 243 Understa nding leadership style impact 244 Coaching for leadership developmentwith 360° feedback 244 Coaching for leadership developmentwithout 360° feedback 246 Case study 247 Conclusions 249 13 Coaching forleadership style 252 Introduction 252 The Hay Group leadership model 253 The research 255 Using the leadership styles modelwith coachees 258 Case study: Mario 263 Conclusions 265 14 Leadership coachingStrategy coaching 268 Introduction 268 The strat egy models 269 Using the strat egic model withsenior coachees 274 Case study 279 Conclusions 282 15 Coaching global top teams 286 Introduction 286 What is different about teams at the top? 287 Researching elite performancein top teams 289 Elite performance requires positiveconflict 291 Working with top-team coaches 293 Top-team interventions 296 Case study 299 Using tools and techniques withthe top team 301 Conclusions 306 Acknowledgement 306 16 Coaching using leadershipmyths and storiesAn African perspective 308 Introduction 308 Ubuntu: a leadership model 309 The research 312 Using Ubuntu-inspired leadershiptechniques with coachees 314 Case study 318 Conclusions 319 Association for Coaching 322 Index 326 0749455322,9780749455323 Kogan Page

Leadership Coaching examines the models and techniques used to develop leadership in others through a coaching relationship. Twenty-five leading international coaches critique a range of both popular and less well-known coaching models, providing new insights and practical guidance for those whose role it is to coach for optimum performance.

The book covers a broad range of topics key to coaching for leadership including: emotional intelligence, transformational leadership, public services leadership, change, and coaching an international board. It also draws on work from both the western view of leadership as well as other traditions, such as using ancient writer like Sun Tzu and African myths.

US-based contributors include Marshall Goldsmith and Barry Oshry (Power and Systems). Other contributors include: Declan Woods (Penna Consulting, London South Bank University), Jean Hartley (Warwick Business School), Ho Law (Empsy Ltd), Stuart Duff (Pearn Kandola), Ceri Roderick (Pearn Kandola), Martin Egan (Axialent),  Graham Lee (Oxford Consulting Group),  Doug Strycharczyk (AQR Ltd), Jonathan Perks (Penna Consulting), Adrian Furnham (London University), Juliette Alban-Metcalfe (Real World Consulting), Katherine Tulpa (Urban Coaching).

Leadership Coaching examines the models and techniques used to develop leadership in others through a coaching relationship. Looking at specific models, each contributor reviews the research which supports the model and then explores how the model can be of help in a coaching relationship. The book includes chapters on well known models such as Porter's Strategy model and Goleman's model of leadership styles. It also draws on work from both the western view of leadership, as well as other traditions such as using ancient writers like Sun Tzu, and African myths