Leadership Team Coaching in Practice

Peter Hawkins is Professor of Leadership at Henley Business School, UK and a visiting professor at the University of Bath, UK and Oxford Brookes University, UK. Based in Bath, UK, he is the President of the Association of Professional Executive Coaching and Supervision (APECS) and the founder and emeritus chairman of Bath Consultancy Group and chairman of Renewal Associates. He has worked with many leading companies internationally, co-designing and facilitating major change projects and coaching boards and leadership teams. A regular keynote speaker at international conferences, he is also the author of several books including Leadership Team Coaching, also published by Kogan Page.

Chapter - 01: Introduction: High value-creating teams – the latest research and development [Peter Hawkins];
Chapter - 02: What are leadership team coaching and systemic team coaching? [Peter Hawkins];
Chapter - 03: Learning from case studies and an overview of published case studies [Peter Hawkins, Catherine Carr and Jacqueline Peters];
Chapter - 04: Coaching the commissioning and clarifying: A case study of a professional services leadership team [Hilary Lines];
Chapter - 05: Coaching the co-creating within the team: Two case studies from Canada [Catherine Carr and Jacqueline Peters];
Chapter - 06: Coaching the Connections: Inter-team coaching at Yeovil Hospital Foundation Trust [Peter Hawkins and Gavin Boyle];
Chapter - 07: Coaching the team working with its core learning [Sue Coyne and Judith Nicol];
Chapter - 08: Systemic team coaching: co-creation by four teams – A Japanese case study: Kyoto Toyota Motor Company [Hidetoshi Tajika];
Chapter - 09: Team coaching for organizational learning and innovation: A case study of an Australian pharmaceutical [Padraig O’Sullivan and Carole Field]
Chapter - 10: The team coaching journey with a leadership team in a period of transformation [Olivia Chauvain, Claire Forest, Fanny Sensen and Christophe Mikolajczak];
Chapter - 11: Systemic Team Coaching combined with a leadership team coaching program: Peel Police Canada [Heather Clayton, Catherine Carr and Nishan Duraiappah];
Chapter - 12: Developing an effective ‘team of teams’ approach in Comair [Barbara Walsh, Danny Tuckwood, Erik Venter, Geraldine Welby-Cooke, Tracey Mccreadie and Justin Dell, Peter Hawkins];
Chapter - 13: A medley of team coaching vignettes: challenges and innovation [Peter Hawkins, Helen Zink, Nathalie Lerotic Pavlik and Nqobekile Dorah Manyoni, Monica Callon, Lucy Shenouda and Ralph Cochrane, Declan Woods];
Chapter - 14: Assessment and evaluation of teams and team coaching [Peter Hawkins];
Chapter - 15: Coaching the board: How coaching boards is different from coaching executive teams, with case examples from the private, public and voluntary sectors [Peter Hawkins and Alison Hogan];
Chapter - 16: Creating a ‘teaming’, and ‘team of teams’ culture and a strategy for team coaching [Peter Hawkins];
Chapter - 17: Embodied approaches to team coaching [Peter Hawkins and David Presswell];
Chapter - 18: Developing the personal core capacities for systemic team coaching [Peter Hawkins];
Chapter - 19: Training systemic team coaches [Peter Hawkins, John Leary-Joyce and Hilary Lines];
Chapter - 20: Systemic team coaching – where next? [Peter Hawkins and Krister Lowe]