Peter Hawkins is Professor of Leadership at Henley Business School, University of Reading, UK, as well as the founder and emeritus chairman of Bath Consultancy Group. In addition, he is the Honorary President of the Academic of Executive Coaching, the chairman of Renewal Associates, a visiting professor in executive coaching at Oxford Brookes University and a visiting professor in leadership and change at the University of Bath. He has worked with many leading companies internationally, co-designing and facilitating major change projects, coaching boards and leadership teams. He is the author of several books including Leadership Team Coaching, also published by Kogan Page.
Inhaltsangabe
Chapter 01: Introduction Highly Effective 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 Connecting between a New CEO, Her Leadership Team and the Wider Middle Management in a UK National Health Service Organization [Jacqui Scholes Rhodes and Angela McNab]; Chapter 07: Coaching the Team Working with its Core Learning [Sue Coyne and Judith Nicol]; Chapter 08: Team Coaching as Part of Organizational Transformation A Case Study of Finnair [David Jarrett]; Chapter 09: Team Coaching for Organizational Learning and Innovation A Case Study of an Australian Pharmaceutical Subsidiary [Padraig O'Sullivan and Carole Field]; Chapter 10: Inter Team Coaching From Team Coaching to Organizational Transformation at Yeovil Hospital Foundation Trust [Peter Hawkins and Gavin Boyle]; Chapter 11: Developing an Effective 'Team of Teams' Approach in Comair [Barbara Walsh, Danny Tuckwood, Erik Venter, Geraldine Welby Cooke, Tracey Mccreadie, Justin Dell, Peter Hawkins]; Chapter 12: Empowering the Next Generation of Team Leaders in Fast Moving Startups [Shannon Hall]; Chapter 13: Evaluation and Assessment of Teams and Team Coaching [Peter Hawkins]; Chapter 14: 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 15: Embodied Approaches to Team Coaching [Peter Hawkins and David Presswell]; Chapter 16: Developing the Personal Core Capacities for Systemic Team Coaching [Peter Hawkins]; Chapter 17: Training Systemic Team Coaches [Peter Hawkins and John Leary Joyce]; Chapter 18: Team Coaching Where Next? [Peter Hawkins]
Chapter 01: Introduction Highly Effective 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 Connecting between a New CEO, Her Leadership Team and the Wider Middle Management in a UK National Health Service Organization [Jacqui Scholes Rhodes and Angela McNab]; Chapter 07: Coaching the Team Working with its Core Learning [Sue Coyne and Judith Nicol]; Chapter 08: Team Coaching as Part of Organizational Transformation A Case Study of Finnair [David Jarrett]; Chapter 09: Team Coaching for Organizational Learning and Innovation A Case Study of an Australian Pharmaceutical Subsidiary [Padraig O'Sullivan and Carole Field]; Chapter 10: Inter Team Coaching From Team Coaching to Organizational Transformation at Yeovil Hospital Foundation Trust [Peter Hawkins and Gavin Boyle]; Chapter 11: Developing an Effective 'Team of Teams' Approach in Comair [Barbara Walsh, Danny Tuckwood, Erik Venter, Geraldine Welby Cooke, Tracey Mccreadie, Justin Dell, Peter Hawkins]; Chapter 12: Empowering the Next Generation of Team Leaders in Fast Moving Startups [Shannon Hall]; Chapter 13: Evaluation and Assessment of Teams and Team Coaching [Peter Hawkins]; Chapter 14: 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 15: Embodied Approaches to Team Coaching [Peter Hawkins and David Presswell]; Chapter 16: Developing the Personal Core Capacities for Systemic Team Coaching [Peter Hawkins]; Chapter 17: Training Systemic Team Coaches [Peter Hawkins and John Leary Joyce]; Chapter 18: Team Coaching Where Next? [Peter Hawkins]
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