Leadership team coaching in practice : case studies on creating highly effective teams

목차 (Table of Contents)

• 자료제공 :
• • • Chapter - 01: Introduction: High value-creating teams - the latest research and development [Peter Hawkins];
    • Chapter - 02: What are leadership team coaching and systemic team coaching? [Peter Hawkins];
    • Chapter - 03: Learning from case studies and an overview of published case studies [Peter Hawkins, Catherine Carr and Jacqueline Peters];
    • Chapter - 04: Coaching the commissioning and clarifying: A case study of a professional services leadership team [Hilary Lines];
    • Chapter - 05: Coaching the co-creating within the team: Two case studies from Canada [Catherine Carr and Jacqueline Peters];
    • Chapter - 06: Coaching the Connections: Inter-team coaching at Yeovil Hospital Foundation Trust [Peter Hawkins and Gavin Boyle];
    • Chapter - 07: Coaching the team working with its core learning [Sue Coyne and Judith Nicol];
    • Chapter - 08: Systemic team coaching: co-creation by four teams - A Japanese case study: Kyoto Toyota Motor Company [Hidetoshi Tajika];
    • Chapter - 09: Team coaching for organizational learning and innovation: A case study of an Australian pharmaceutical [Padraig O'Sullivan and Carole Field]
    • Chapter - 10: The team coaching journey with a leadership team in a period of transformation [Olivia Chauvain, Claire Forest, Fanny Sensen and Christophe Mikolajczak];
    • Chapter - 11: Systemic Team Coaching combined with a leadership team coaching program: Peel Police Canada [Heather Clayton, Catherine Carr and Nishan Duraiappah];
    • Chapter - 12: Developing an effective 'team of teams' approach in Comair [Barbara Walsh, Danny Tuckwood, Erik Venter, Geraldine Welby-Cooke, Tracey Mccreadie and Justin Dell, Peter Hawkins];
    • Chapter - 13: A medley of team coaching vignettes: challenges and innovation [Peter Hawkins, Helen Zink, Nathalie Lerotic Pavlik and Nqobekile Dorah Manyoni, Monica Callon, Lucy Shenouda and Ralph Cochrane, Declan Woods];
    • Chapter - 14: Assessment and evaluation of teams and team coaching [Peter Hawkins];
    • Chapter - 15: Coaching the board: How coaching boards is different from coaching executive teams, with case examples from the private, public and voluntary sectors [Peter Hawkins and Alison Hogan];
    • Chapter - 16: Creating a 'teaming', and 'team of teams' culture and a strategy for team coaching [Peter Hawkins];
    • Chapter - 17: Embodied approaches to team coaching [Peter Hawkins and David Presswell];
    • Chapter - 18: Developing the personal core capacities for systemic team coaching [Peter Hawkins];
    • Chapter - 19: Training systemic team coaches [Peter Hawkins, John Leary-Joyce and Hilary Lines];
    • Chapter - 20: Systemic team coaching - where next? [Peter Hawkins and Krister Lowe]