Hawkins, P: Leadership Team Coaching in Practice

Chapter - 01: Introduction: High-performing 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: Evaluation and assessment of teams and team coaching - Peter Hawkins; Chapter - 12: 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 - 13: Embodied approaches to team coaching - Peter Hawkins and David Presswell; Chapter - 14: Developing the personal core capacities for systemic team coaching - Peter Hawkins; Chapter - 15: Training systemic team coaches - Peter Hawkins and John Leary-Joyce; Chapter - 16: Team coaching - where next? - Peter Hawkins

Peter Hawkins