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Article
Publication date: 7 April 2015

Jennifer Jane Britton

The purpose of this paper is to explore the expansion of the coaching context in organizations through team and group coaching. The paper provides definitions and several…

2681

Abstract

Purpose

The purpose of this paper is to explore the expansion of the coaching context in organizations through team and group coaching. The paper provides definitions and several examples of what these engagements look like, along with key considerations when expanding the coaching conversation.

Design/methodology/approach

The paper is based on research undertaken during the writing of two books on group and team coaching, including more than two dozen interviews with team and group coaches.

Findings

Group and Team Coaching are two modalities for expanding the coaching conversation in organizations. They provide opportunities to scale coaching, build organizational capacity and reduce the silos.

Practical implications

The paper provides examples of what team and group coaching can look like in action, informing coaches, leaders and other practitioners as they approach expanding the coaching conversation.

Originality/value

Group and team coaching are emerging sub-disciplines of the coaching profession. This paper will stimulate dialogue regarding how these modalities can be leveraged within organizations, and differences with related fields.

Details

Industrial and Commercial Training, vol. 47 no. 3
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 25 January 2013

David Clutterbuck

The purpose of this paper is to raise awareness of the role and nature of team coaching.

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Abstract

Purpose

The purpose of this paper is to raise awareness of the role and nature of team coaching.

Design/methodology/approach

The paper undertakes a review of research and practical experience in team coaching.

Findings

Team coaching has multiple definitions and is only now emerging as a clear area of practice that requires specialist knowledge, skills, experience and supervision.

Practical implications

The paper provides a pragmatic view of how organizations can approach the development of team coaching as part of their coaching strategy.

Originality/value

This is a relatively unexplored field, with only three books so far in English.

Details

Industrial and Commercial Training, vol. 45 no. 1
Type: Research Article
ISSN: 0019-7858

Keywords

Abstract

Details

Visionary Leadership in a Turbulent World
Type: Book
ISBN: 978-1-78714-242-8

Book part
Publication date: 18 November 2019

Manfred F. R. Kets de Vries

In the global world we live in, organizations have become progressively complex. “C” organizations have been replaced by “I” organizations, implying that we have moved…

Abstract

In the global world we live in, organizations have become progressively complex. “C” organizations have been replaced by “I” organizations, implying that we have moved from organizations permeated by a command, control, and compartmentalization orientation, to organizations distinguished by cultural signifiers such as interaction, information, and innovation. Effective teamwork will be essential to make these complex, highly diverse, increasingly virtual structures work.

Given the complexity of teamwork, this chapter discusses some of its benefits and drawbacks. Particular attention is given to possible team killers. Given the darker side of teams, a group coaching intervention technique is presented to resolve this daunting challenge. Taking this approach will help the members of a team to take control of their key team functions: setting direction, creating alignment throughout the organization, and building the commitment of everyone needed to accomplish organizational objectives.

To explore this intervention technique, the notion of the clinical paradigm is introduced, meaning using a psychodynamic-systemic lens that focuses not only on what is directly observable, but also on out-of-awareness behavior. The five premises that characterize the paradigm are described. It is suggested that applying the clinical paradigm within group coaching setting helps to tease out the central interpersonal role in which executives consciously and unconsciously cast themselves. It also helps explore the complementary roles they take on in an executive role constellation, creating tipping points for change. In addition, a number of other intervention techniques are introduced that help foster change.

Details

Advances in Global Leadership
Type: Book
ISBN: 978-1-83867-075-7

Keywords

Article
Publication date: 11 September 2009

Davar Rezania and Tony Lingham

The purpose of this paper is to provide a detailed explanation of a design toolkit for coaching project teams.

997

Abstract

Purpose

The purpose of this paper is to provide a detailed explanation of a design toolkit for coaching project teams.

Design/methodology/approach

It is first explained that approach to coaching teams using a measure that captures the real and ideal interactions for the 12 information technology (IT) project teams in this paper.

Findings

Based on the analysis of data from the coaching sessions, characteristics of a design toolkit are proposed for coaching IT project teams.

Research limitations/implications

A more comprehensive picture of team learning that takes into account non‐measurable dimensions of interaction might be of value in the kernel theories. More cases are required to verify the design theory in other contexts.

Practical implications

Project managers and team leaders can benefit form this design toolkit to approach coaching their teams.

Originality/value

This approach complements current models of team coaching.

Details

International Journal of Managing Projects in Business, vol. 2 no. 4
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 3 May 2013

Angus J. Duff

The purpose of this paper is to consider theoretically the relationships between performance management, a servant leadership style and leader gender, drawing from Hackman…

7825

Abstract

Purpose

The purpose of this paper is to consider theoretically the relationships between performance management, a servant leadership style and leader gender, drawing from Hackman and Wageman's theory of team coaching to suggest a servant leadership style being optimally suited to support the different leadership roles enacted at different stages of the performance management cycle. While recent research suggests that female managers may be more likely to enact a servant leadership style, team and process‐level considerations have yet to be addressed. This paper aims to theoretically address this topic.

Design/methodology/approach

This paper is conceptual based on theory with literature review.

Findings

Because the theory of team coaching suggests differential leader task delivery at various points in the coaching process, servant leadership's individually‐centred approach is suited to team coaching, particularly in the execution of performance management coaching.

Practical implications

Since research suggests that women are more likely to employ a servant leadership style, this paper explores whether gender plays a role in team coaching.

Originality/value

This study makes a novel contribution by considering the influence of a servant leadership style at the leadership process and team levels.

Details

Leadership & Organization Development Journal, vol. 34 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 5 February 2018

Makoto Matsuo

The purpose of this paper is to examine the mediating role of team and individual reflexivity in linking managerial coaching with individual learning.

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Abstract

Purpose

The purpose of this paper is to examine the mediating role of team and individual reflexivity in linking managerial coaching with individual learning.

Design/methodology/approach

Data obtained from 506 individuals in 98 engineering teams in the automobile and electronic industries were used to investigate specific hypotheses.

Findings

The results indicated that managerial coaching directly influenced team learning and individual learning, team reflexivity acted as substantial mediator for the relationship between managerial coaching and team learning, as well as the relationship between managerial coaching and individual reflexivity and team reflexivity and individual reflexivity co-acted each other as mediators for the relationship between managerial coaching and individual learning.

Research limitations/implications

As the subjects of this study were engineering teams in which tasks are interdependent, there is a possibility that the task trait may have affected the results.

Practical implications

Managers should recognize the importance of collectively reflective activities in promoting both individual and team learning. Facilitating coaching skills are indispensable to enhance reflexivity within teams.

Originality/value

This study extends prior research by demonstrating the mediating role of team and individual reflexivity as mediators in linking managerial coaching to team and individual learning, which has never been investigated in previous studies.

Details

Personnel Review, vol. 47 no. 1
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 7 June 2013

Vincent Rousseau, Caroline Aubé and Sébastien Tremblay

This study aims to examine the role of team coaching in regard to team innovation by considering motivational and behavioral intervening mechanisms.

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Abstract

Purpose

This study aims to examine the role of team coaching in regard to team innovation by considering motivational and behavioral intervening mechanisms.

Design/methodology/approach

Based on a multisource approach, data was gathered from 97 work teams (341 members and 97 immediate supervisors) in a public safety organization.

Findings

Results of structural equation modeling analyses indicate that the relationship between team coaching and team innovation is mediated by team goal commitment and support for innovation. Specifically, team coaching has a direct effect on support for innovation and an indirect effect on this behavioral team process through team goal commitment. In turn, support for innovation may improve the implementation of successful team innovation.

Practical implications

In a global competitive context, innovation represents a key leverage to generate a competitive advantage. Team leaders who engage in coaching behaviors toward their subordinates are likely to foster innovation within their work team. Thus, organizations may benefit by designing and implementing interventions aimed at developing team leaders’ coaching skills and encouraging them to consider coaching as a core managerial responsibility.

Originality/value

On the whole, this study highlights the role of team coaching as a key leverage to stimulate successful innovation in work teams and the motivational and behavioral mechanisms that intervene in this relationship.

Details

Leadership & Organization Development Journal, vol. 34 no. 4
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 5 September 2016

Diane Brennan and Kaj Hellbom

This paper is in follow up to a presentation by its authors at the 2015 Association of Training and Development Conference in Orlando, Florida where participants gathered…

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Abstract

Purpose

This paper is in follow up to a presentation by its authors at the 2015 Association of Training and Development Conference in Orlando, Florida where participants gathered to learn new and innovative ways of working with people. Teams are everywhere in our global society, and we see untapped opportunities to harness the energy and potential to achieve positive results. The purpose of this paper is to offer a coaching approach to working with teams that utilizes positive deviance eliciting strengths, unique skills and knowledge, and building on these to create engagement and results.

Design/methodology/approach

The paper is based on the coaching and professional development work with leaders and teams in organizations. The concept of positive deviance is one that the authors have explored with individuals, groups, and teams over the past several years. The approach emerged from the application of theory in practice supporting ongoing learning and development.

Findings

The authors of this paper find organizations and members of teams wanting to be successful yet often still operating in silos. Supporting leaders and team members using a positive team coaching approach creates an environment that expands thinking, encourages creativity and learning, and develops strong teams.

Originality/value

This paper proposes utilizing an approach that brings multiple theories together in practice. Positive team coaching includes establishing a mindset of positivity, exploring for and promoting positive deviance, and cultivating positive beliefs.

Details

Industrial and Commercial Training, vol. 48 no. 7
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 13 April 2015

Martina Buljac-Samardzic and Marianne van Woerkom

The relationship between managerial coaching and team performance may be mediated by team reflection because coaching is often thought to lead to reflection, which has…

1953

Abstract

Purpose

The relationship between managerial coaching and team performance may be mediated by team reflection because coaching is often thought to lead to reflection, which has been found to lead to improved performance. In contrast, this relationship might be moderated by team reflection, because poorly reflective teams are more likely to depend on coaching than highly reflective teams. The purpose of this paper is to test these rival hypotheses.

Design/methodology/approach

The authors employed a longitudinal survey method at two points in time in two long-term care organizations. Team members were asked to rate the level of managerial coaching and team reflection. Team managers were asked to evaluate team performance.

Findings

Team reflection turned out to be a moderator and not a mediator in the relationship between managerial coaching and team performance. Only the performance of poorly reflective teams benefits from managerial coaching.

Practical implications

Excessive coaching of highly reflective teams may be a waste of the energy and time of both managers and teams and may even harm team efficiency. Therefore, team managers would be wise to estimate the team’s level of reflection in order to adjust their coaching interventions accordingly. Future research should explore how managers can be supported in making a valid assessment of the team’s reflective capabilities and in adjusting their coaching interventions accordingly.

Originality/value

This paper sheds light on the relationship between managerial coaching and team performance by testing contradicting explanations regarding the role of team reflection.

Details

Journal of Managerial Psychology, vol. 30 no. 3
Type: Research Article
ISSN: 0268-3946

Keywords

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