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Coaching culturestrategies for CEOs, organisational leaders, and HR professionals /

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Coaching cultureby Susanne Knowles.
其他題名:	strategies for CEOs, organisational leaders, and HR professionals /
作者:	Knowles, Susanne.
出版者:	Cham :Springer International Publishing :2022.
面頁冊數:	xvii, 181 p. :ill., digital ;24 cm.
Contained By:	Springer Nature eBook
標題:	EmployeesCoaching of.
電子資源:	https://doi.org/10.1007/978-3-031-09050-9
ISBN:	9783031090509$q(electronic bk.)

Coaching culturestrategies for CEOs, organisational leaders, and HR professionals /
Knowles, Susanne.

Coaching culturestrategies for CEOs, organisational leaders, and HR professionals /[electronic resource] :by Susanne Knowles. - Cham :Springer International Publishing :2022. - xvii, 181 p. :ill., digital ;24 cm.

Chapter 1. Introduction -- Chapter 2. Research on coaching and coaching culture -- Chapter 3. Dynamic model of coaching culture development -- Chapter 4. Stage 1 - Coaching-as-Intervention -- Chapter 5. Stage 2 -Coaching-as-HR-Function -- Chapter 6: Stage 3 - Coaching-as-Leader-Capability -- Chapter 7. Stage 4 - Coaching-as-Culture -- Chapter 8. Transitioning across stages -- Chapter 9. Transition from Stage 1 to Stage 2 -- Chapter 10. Transition from Stage 2 to Stage 3 -- Chapter 11. Transition from Stage 3 to Stage 4 -- Chapter 12. Conclusions.

This book reports on an empirically-based, theoretical model of coaching culture development over four stages. This is the first model of coaching culture development that goes beyond the listing of stages and strategies in the academic literature based on pracademic experience. It is a dynamic, process model which informs practitioners of how to develop a coaching culture in organisations. Each stage is explained in terms of how coaching is conceptualised by organisational leaders, the motivation for introducing coaching into the organisation, the organisational members who are the recipients of coaching, and those who are involved in delivering the coaching at each stage. The model contributes to the academic literature and the growing calls for coaching to become a discipline in its own right.

ISBN: 9783031090509$q(electronic bk.)

Standard No.: 10.1007/978-3-031-09050-9doiSubjects--Topical Terms:

245106
Employees
--Coaching of.

LC Class. No.: HF5549.5.C53 / K56 2022

Dewey Class. No.: 358.3124

Coaching culturestrategies for CEOs, organisational leaders, and HR professionals /
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505 0 $a Chapter 1. Introduction -- Chapter 2. Research on coaching and coaching culture -- Chapter 3. Dynamic model of coaching culture development -- Chapter 4. Stage 1 - Coaching-as-Intervention -- Chapter 5. Stage 2 -Coaching-as-HR-Function -- Chapter 6: Stage 3 - Coaching-as-Leader-Capability -- Chapter 7. Stage 4 - Coaching-as-Culture -- Chapter 8. Transitioning across stages -- Chapter 9. Transition from Stage 1 to Stage 2 -- Chapter 10. Transition from Stage 2 to Stage 3 -- Chapter 11. Transition from Stage 3 to Stage 4 -- Chapter 12. Conclusions.
520 $a This book reports on an empirically-based, theoretical model of coaching culture development over four stages. This is the first model of coaching culture development that goes beyond the listing of stages and strategies in the academic literature based on pracademic experience. It is a dynamic, process model which informs practitioners of how to develop a coaching culture in organisations. Each stage is explained in terms of how coaching is conceptualised by organisational leaders, the motivation for introducing coaching into the organisation, the organisational members who are the recipients of coaching, and those who are involved in delivering the coaching at each stage. The model contributes to the academic literature and the growing calls for coaching to become a discipline in its own right.
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