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Coaching culture = strategies for CE...

Knowles, Susanne.

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Coaching culture = strategies for CEOs, organisational leaders, and HR professionals /

Record Type:	Electronic resources : Monograph/item
Title/Author:	Coaching culture/ by Susanne Knowles.
Reminder of title:	strategies for CEOs, organisational leaders, and HR professionals /
Author:	Knowles, Susanne.
Published:	Cham :Springer International Publishing : : 2022.,
Description:	xvii, 181 p. :ill., digital ;24 cm.
[NT 15003449]:	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.
Contained By:	Springer Nature eBook
Subject:	Employees - Coaching of. -
Online resource:	https://doi.org/10.1007/978-3-031-09050-9
ISBN:	9783031090509

Coaching culture = strategies 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

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

779264
Employees
--Coaching of.

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

Dewey Class. No.: 358.3124

Coaching culture = strategies 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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