The Coaching Organization: A Strategy for Developing Leaders by James M. Hunt & Joseph R. Weintraub
Author:James M. Hunt & Joseph R. Weintraub
Language: eng
Format: mobi
ISBN: 9781446209967
Publisher: SAGE Publications
Published: 2006-08-02T14:00:00+00:00
6
Building and Leading a Coaching Capacity
* * *
In this chapter, we describe the following:
The need for leadership and management in the building of a coaching capability
The phases of organizational coaching capability development
Competing mental models of coaching with which the coaching leader must contend
The role and tasks of the coaching practice manager
The building of a robust coaching capability, like that described at Whirlpool, does not happen by itself. As with most aspects of organizational life, these outcomes are achieved when specific individuals are tasked with making them happen and then exercise the management and leadership skills necessary to mobilize resources, build a coalition of stake-holders, develop an action plan, and follow through with an operation that meets the demands of those stakeholders.
Much has been written about the use of coaching in organizations, but little has been written about the leadership and management of a coaching capability. The exceptions are Executive Coaching: A Guide for the HR Professional (Valerio & Lee, 2005) and the often-cited Executive Coaching: Practices and Perspectives (Fitzgerald & Berger, 2002, which has a number of articles by those who manage executive coaching activities on behalf of organizations). In this chapter, we draw on the writings of these authors and our own research in an effort to construct a more complete model of the challenges associated with creating and managing a coaching capability within an organization.
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