The Coaching Organization: A Strategy for Developing Leaders / Edition 1

The Coaching Organization: A Strategy for Developing Leaders / Edition 1

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SAGE Publications


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The Coaching Organization: A Strategy for Developing Leaders / Edition 1

The Coaching Organization: A Strategy for Developing Leaders is the only book to provide practical advice on how a company can strategically manage coaching initiatives that strengthen organizations and enhance employee engagement and growth. Authors James M. Hunt and Joseph R. Weintraub offer best practices to help organizations deploy developmental coaching that drives leadership and employee effectiveness.

Product Details

ISBN-13: 9781412905763
Publisher: SAGE Publications
Publication date: 08/28/2006
Edition description: New Edition
Pages: 272
Product dimensions: 6.00(w) x 9.00(h) x (d)

About the Author

Dr. James M. Hunt is an associate professor of management and former Chair of the Management Division at Babson College, in Wellesley, Massachusetts. There he teaches leadership, talent development and creativity. James has consulted to numerous business and health care organizations on the development of an organizational coaching capability, executive coaching, and talent development by managers. His current research is on the relationship between creativity, uncertainty and career development. He co-lead the design of Babson’s innovative Talent Management course in the MBA Program and lead the redesign team for Babson’s flagship course, Foundations of Management and Entrepreneurship. Formerly, he was faculty co-director of the Babson College Coaching for Leadership and Teamwork Program and a founder and former faculty co-director of the Babson Executive Education Coaching Inside the Organization program, designed for organizational development and human resource professionals. James is coauthor of the book The Coaching Organization: A Strategy for Developing Leaders, a groundbreaking study of best practice companies and coaching, published by Sage (2007).

Dr. Hunt graduated from the Massachusetts Institute of Technology with a bachelor’s of science degree and received a doctorate in business administration from Boston University Graduate School of Management, where he studied career and leadership development and work/life balance

Dr. Joseph R. Weintraub is a professor of management and organizational behavior at Babson College in Wellesley, Massachusetts where he serves as the founder and faculty director of the Babson Coaching for Leadership and Teamwork Program. He is also the faculty director of the Management Consulting Field Experience Program at Babson, an experiential project management program providing consulting services to both the for profit and not-for-profit sectors. Dr. Weintraub is an industrial-organizational psychologist who focuses in the areas of individual and organizational effectiveness including leadership development, coaching, team effectiveness, innovation, and performance management. His work on coaching has received several awards, including the “Management Development Paper of the Year” from the Academy of Management. He is the coauthor of The Coaching Organization: A Strategy for Developing Leaders (Sage, 2007). Dr. Weintraub’s work has appeared in a number of publications including the MIT Sloan Management Review, Organizational Effectiveness, The Wall Street Journal, the Journal of Management Education, and The European Financial Review.

Dr. Weintraub serves as Faculty Director at Babson Executive Education, where he is the cofounder and codirector of Coaching Inside the Organization, an innovative certification program for internal organizational coaches. In addition to his work at Babson, Dr. Weintraub is also president of Organizational Dimensions, a management consulting and assessment firm based in Wellesley. He spends much of his consulting practice in helping organizations to develop their own coaching managers. He also develops and delivers leadership development programs in a variety of organizations around the world. His clients have included General Electric, Bose, Fidelity Investments, Citizens Bank, EMD Serono, Boston Children’s Hospital, Ocean Spray, and T-Mobile. He is also the co-developer of InnoQuotient, a comprehensive survey tool that measures the culture of innovation in organizations.

Dr. Weintraub received his B.S. in psychology from the University of Pittsburgh and both his M.A. and Ph.D. degrees in industrial-organizational psychology from Bowling Green State University.

He can be contacted at

Table of Contents

1. The Coaching Organization?
Should Leaders Develop an Internal Coaching Capability in Their Organizations?
An Organizational-Level View of Coaching
Case 1.1 Learning From an Executive Coaching Intervention
The Coaching Organization
An Organizational Coaching Capability
A Coaching Capability "Infrastructure"
2. An Overview of Developmental Coaching
The Goals of Developmental Coaching
Case 2.1: The "Anti-Coach"
Case 2.2: Everything Is Changing
Case 2.3: One Too Many Resumes
Developmental Coaching and Other Forms of Coaching and Counseling
Formal and Informal Coaching
The Core Elements of Developmental Coaching
A Goal-Directed, Willing, Effective Coachee
A Developmental Coach
A Coaching-Friendly Context
A Learning Opportunity
A Coaching Relationship
The Coaching Dialogue
An Opportunity to Keep Learning
3. The Coaching Organization Assessment
Organizational Assessment 3.1: The Coaching Organization Assessment
The Cultural Context
The Business Context
The Human Resource Management Context
Organizational Experiences With Coaching
The Coaching-Friendly Organization
4. A Strategic Approach to Coaching
The Need for a Coaching Strategy
Outcomes That Support a Growing Coaching Capability
Case 4.1: Was That Really Coaching?
Case 4.2: I Couldn’t Believe What I Was Able to Accomplish!
A Comprehensive Assessment of a Coaching Initiative
5. Driving Strategic Transformation Through Executive Coaching at Whirlpool
Coaching and Leadership Development Challenges
Leading the Whirlpool Enterprise: The Leadership Model
The Context for Coaching at Whirlpool
The Management of Coaching in LWE
Coaching Practices in LWE
The Experience of Coaching in LWE
Lessons Learned at Whirlpool
6. Building and Leading a Coaching Capacity
The Need for Leadership
The Organizational Evolution of a Coaching Capability
Why on Faith Alone?
The Rise and Role of the Coaching Practice Manager
Case 6.1: The Management of Executive Coaching at Omgeo
Managing the Coaching Capability
Closing Thoughts on the Management of the Coaching Capability
7. The Internal Coaching Capability
What We Mean by "Expert" Internal Coaches
Why Expert Internal Coaching?
Case 7.1: Sam the Coach
Case 7.2: The Management Effectiveness Business Partner
Critical Issues in Building an Effective Internal Coaching Capability
The Results: Do Well-Run Internal Coaching Programs Yield Different Outcomes?
8. The ELP Internal Coaching Program at Wachovia Corporation
The Wachovia Executive Leadership Program
The Decision to Build an Internal Coaching Capability
Program Design Elements
The Internal Coaches
Training and Support for the Internal Coaching Cadre
Ongoing Support and Development of ELP Coaches
Comments on Being an Internal Coach From HR
Evaluation of the Program
9. Building a Coaching Manager Capability
Can Managers Coach Developmentally?
The Major Differences
The Competencies of the Coaching Manager
Creates a Trusting Environment
The Perfect Manager?
The Organizational Context and the Management of Role Conflicts
Organizational Readiness
10. The Coaching Manager in Nursing
Children’s Hospital Boston and the Department of Nursing
A More Realistic View of Nursing Leadership
Building Leadership Through Coaching: The Coaching Initiative
Nurses’ Evaluation of the Coaching-Skills-Training Components
Customizing the Coaching-Skills Training
Some Additional Lessons
11. Peer Coaching at Citizen’s Financial Group (CFG)
The Advanced Leadership Development Program at Citizens
The Value Proposition for a Successful Peer Feedback System
The Formula for a Successful Peer Coaching Initiative
Peer Coaching as a Follow-up Intervention to Executive Education
Feedback Is Not Always Easy, Even From a Peer
Concluding Remarks: The Frontiers of the Coaching Organization
Appendix A: The Competencies of the Expert Executive Coach
Appendix B: The Coaching Manager Self-Assessment
About the Authors
About the Contributors

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