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Coaching Leaders: Guiding People Who Guide Others

Book Description

Coaching Leaders is written for coaches who are in the challenging position of working with leaders and helping them excel as the top executives and managers in their organizations. The book is filled with illustrative examples from Daniel White's practice as a successful executive coach. His clients' stories reveal the human drama of becoming a leader and explore the courageous and fascinating accomplishments these individuals have achieved in order to grow professionally. These stories also clearly show how a skilled coach adjusts to meet an individual client's personality and targeted challenge. Coaching Leaders includes a wide variety of effective coaching concepts and the information needed to guide leaders and help them maintain the motivation to change; battle anxiety, fear, and resistance; and achieve emotional intelligence.

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