Coaching Leaders: Guiding People Who Guide Others

Table of contents

1. Cover Page
2. Title Page
3. Copyright
4. Dedication
5. Contents
6. Foreword
7. Preface
   1. Why I Wrote This Book
   2. Who Becomes a Coach?
   3. How I Wrote the Book
   4. Theories and Research
   5. Coaching Cases
   6. My Background and Influences
   7. My Own Growth as a Coach
8. Acknowledgments
9. The Author
10. Part One: On Leaders and Leadership
    1. Chapter 1: Why Coach Leaders?
       1. Benefits to the Leader
       2. Benefits to the Coach
       3. Dangers of Coaching—to the Coach
       4. What Does It Take to Be a Good Coach?
    2. Chapter 2: What Is Leadership?
       1. Dimensions of Leadership
       2. Arenas of Leadership
       3. Generic Skills or Individual Style?
       4. The Dialectics of Leadership: Judgment, Not Formulas
       5. Psychological Polarities of Leadership
11. Part Two: The Practice of Coaching
    1. Chapter 3: The Nature of Coaching
       1. What Does a Coach Really Do? The Goals and Roles of a Coach
       2. All Talk, All Action
    2. Chapter 4: The Process of Behavioral Change
       1. Mental Models and How They Influence Us
       2. Changing Mental Models
       3. Steps in Modifying Mental Models
    3. Chapter 5: The Phases of Change
       1. Phase 1: Precontemplation
       2. Phase 2: Contemplation
       3. Phase 3: Preparation
       4. Phase 4: Action
       5. Phase 5: Maintenance and Termination
       6. Summary
    4. Chapter 6: Self-Knowledge
       1. Coaching for Self-Awareness
       2. The Hard Part of Self-Knowledge
       3. Self-Knowledge and Influence
    5. Chapter 7: Motives for Change
       1. Perceiving Change as Challenging and Energizing
       2. Motives and Goals
       3. Aligning Behavior and Values and Eliminating Contradiction
       4. Transformational Change
    6. Chapter 8: Steps in the Coaching Process
       1. Step 1: Entering the Environment and Contracting (Week 1)
       2. Step 2: Building Rapport and Planning the Development Process (Week 2)
       3. Step 3: Assessment (Weeks 3–4)
       4. Step 4: Determining Behavior Change Goals (Week 5)
       5. Step 5: Preparing for Change: Invention and Rehearsal (Month 2)
       6. Step 6: Action and Maintenance (Months 3–6)
       7. Why Social Learning Takes So Long: Explicit and Implicit Memory
    7. Chapter 9: Coaching Skills and Techniques
       1. The Art of Questioning
       2. Empathic Listening
       3. Reframing
       4. Reading Personality: Recognizing Patterns and Type
       5. Focusing on Behavior
       6. Identifying Alternatives
       7. Client-Centered Teaching
       8. Practicing New Behaviors
    8. Chapter 10: Coaching Perspectives
       1. Behavioral Perspective
       2. Cognitive Perspective
       3. Values Perspective
       4. Emotional Perspective
       5. Neuroscientific Perspective
       6. Developmental Perspective
       7. Integrating the Perspectives
    9. Chapter 11: Forces That Interfere with Growth
       1. Resistance
       2. Theory of Parts of the Self
    10. Chapter 12: The Timing of Learning and Change
12. Part Three: Coaching Applications and Marketing
    1. Chapter 13: Distinctive Approaches to Coaching
       1. Appreciative Coaching: Playing from Strength
       2. The Coach's Use of Self
    2. Chapter 14: Coaching Themes Familiar and Unique
       1. Having to Be Right
       2. Working with Emotions: Empathy
       3. The Angry Leader
       4. Applying Use of Self
       5. Motivation and Leadership
       6. Gaining and Using Power
       7. A Caveat on Management Power
       8. Coaching as an Organizational Intervention
       9. Involving Stakeholders: Who Is the Client?
       10. The Client-Manager Relationship
       11. Doing No Harm
       12. Sexuality at Work
    3. Chapter 15: The Business of Coaching
       1. Current Trends
       2. The Future
13. Bibliography
14. Index of Cases
15. Index