You are previewing Strength-Based Leadership Coaching in Organizations.
O'Reilly logo
Strength-Based Leadership Coaching in Organizations

Book Description

Traditionally many leadership development approaches have focused on addressing weaknesses. This book will show, with evidence, why it makes sense to adopt positive organizational psychology approaches that focus on the best skills of your people to get results.

Table of Contents

    1. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="TOCCHAP-NUM">01</span>&#160;&#160;&#160;An introduction to strength-based approaches in organizations   An introduction to strength-based approaches in organizations
      1. Chapter overview
      2. The challenges of contemporary leadership development
      3. A history of positive approaches
      4. What lies behind the focus on the negative?
      5. The evolution of leadership behaviour
      6. The epigenetics of talent
      7. Origins of a more positive approach to leadership
      8. Contemporary trends in positive leadership theory
      9. Contemporary trends in positive leadership development
      10. Coaching and positive psychology
      11. What’s the definition of positive leadership?
      12. Rationale for a strength-based approach to leadership development
      13. Tools to help understand strength-based approaches
      14. Conclusion
      15. Some questions to consider
      16. References
    2. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="TOCCHAP-NUM">02</span>&#160;&#160;&#160;Strengths: definitions and models   Strengths: definitions and models
      1. Chapter overview
      2. Introduction
      3. Models of strengths
      4. Differentiating strengths across the state–trait continuum
      5. The strengths and performance link
      6. Strengths overdone
      7. Strengths in context
      8. Strengths and decision latitude
      9. Summary and conclusion
      10. Some questions to consider
      11. References
    3. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="TOCCHAP-NUM">03</span>&#160;&#160;&#160;Positive leadership theories   Positive leadership theories
      1. Chapter overview
      2. Introduction
      3. The origin of leadership behaviour
      4. Positive leadership theories
      5. Outcomes in positive leadership development
      6. Summary and conclusion
      7. Some questions to consider
      8. References
    4. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="TOCCHAP-NUM">04</span>&#160;&#160;&#160;Strengths identification and assessment   Strengths identification and assessment
      1. Chapter overview
      2. Introduction
      3. What types of data can inform us about strengths?
      4. When to use self versus other ratings
      5. What value do psychometrics add?
      6. Self-report strength-based questionnaires
      7. Multi-rater questionnaires
      8. Structured interview approaches
      9. How assessment impacts methodology
      10. Conclusion
      11. Some questions to consider
      12. References
    5. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="TOCCHAP-NUM">05</span>&#160;&#160;&#160;Evidence for the effectiveness of positive approaches to leadership development   Evidence for the effectiveness of positive approaches to leadership development
      1. Chapter overview
      2. Introduction
      3. Levels of evidence
      4. Challenges to effective research in coaching
      5. Evidence for the effectiveness of positive approaches
      6. Conclusion
      7. Some questions to consider
      8. References
    6. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="TOCCHAP-NUM">06</span>&#160;&#160;&#160;Strengths development   Strengths development
      1. Chapter overview
      2. Introduction
      3. Developing professional expertise
      4. Positive goal selection
      5. Generic strengths development
      6. Developing specific leadership strengths
      7. Summary and conclusion
      8. Some questions to consider
      9. References
    7. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="TOCCHAP-NUM">07</span>&#160;&#160;&#160;Coaching for positive leadership development in organizations   Coaching for positive leadership development in organizations
      1. Chapter overview
      2. Key components of coaching for PLD in organizations
      3. Readiness to change and develop
      4. Mapping the stakeholders
      5. Selecting a strength-based leadership model
      6. Identifying strengths in the individual through MSF
      7. Socializing the coachee to the strength-based model
      8. Ensuring the coachee is ready for each session
      9. Ensuring the process supports the content
      10. Ensuring uniformity of delivery – coach variables
      11. Ensuring strategic goal alignment
      12. Ensuring visibility of change
      13. Ensuring the sustainability of change
      14. Ensuring reliable and valid outcomes and ROI
      15. Conducting a leadership coaching evaluation
      16. Summary and conclusion
      17. Some questions to consider
      18. References
    8. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="TOCCHAP-NUM">08</span>&#160;&#160;&#160;Using strength-based approaches as a leader or manager   Using strength-based approaches as a leader or manager
      1. Chapter overview
      2. Introduction
      3. Generic issues of adopting a strength-based approach as a leader/manager
      4. What factors determine how strength-based approaches are utilized in organizations?
      5. Developing competence as a strength-based leader/manager
      6. Developing the strength-based managerial mindset
      7. Frequent objections to implementing a positive coaching approach
      8. Specific areas that can benefit from a strength-based approach
      9. Summary and conclusion
      10. Some questions to consider
      11. References
    9. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="TOCCHAP-NUM">09</span>&#160;&#160;&#160;Using strength-based approaches for team development   Using strength-based approaches for team development
      1. Chapter overview
      2. Introduction
      3. Theoretical underpinnings
      4. Assessing the strengths of your team
      5. Building a strength-based high performing team
      6. Conclusion
      7. Some questions to consider
      8. References
    10. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="TOCCHAP-NUM">10</span>&#160;&#160;&#160;The context and limits of strength-based leadership coaching   The context and limits of strength-based leadership coaching
      1. Chapter overview
      2. Introduction
      3. Context of a strength-based approach
      4. Horizontal versus vertical leadership development
      5. The limits of strength-based leadership coaching
      6. Research/theoretical criticisms
      7. Cultural criticisms
      8. Political criticisms
      9. Ethical issues
      10. Separating positive leadership and positive psychology
      11. Enough about leaders – what about followers?
      12. Key characteristics of effective followership
      13. Developing as a strength-based practitioner
      14. Best practice strength-based leadership development
      15. Conclusion
      16. Some questions to consider
      17. References