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Leadership coaching and organizational transformation: effectiveness in a world of paradoxes

Author: Kets de Vries, Manfred F. R. INSEAD Area: Entrepreneurship and Family EnterprisePublisher: Fontainebleau : INSEAD, 2008.Language: EnglishDescription: 29 p.Type of document: INSEAD Working Paper Online Access: Click here Abstract: The objective of this paper is to describe the unique leadership coaching approach of the INSEAD Global Leadership Centre (IGLC). IGLC has become a brand recognized throughout the world, renowned for an emphasis on creating sustainable organizations by putting people first. IGLC takes a clinical approach to leadership coaching, focusing not only on what is directly observable but also on out-of-awareness behaviour. One of its core competencies is leadership coaching interventions in group settings – an approach that creates a sense of mutuality and contributes to the effectiveness of the intervention by making participants accountable for personal action plans and timely results. At IGLC, a Socratic method of inquiry is used, in which the leadership coach is a partner in a dialogue. This article examines this approach and various forms of holistic coaching intervention – individual, team, and organizational. Conceptual models describe the journey of transformational change and the paper ends with observations about what it means to be a reflective practitioner.
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The objective of this paper is to describe the unique leadership coaching approach of the INSEAD Global Leadership Centre (IGLC). IGLC has become a brand recognized throughout the world, renowned for an emphasis on creating sustainable organizations by putting people first. IGLC takes a clinical approach to leadership coaching, focusing not only on what is directly observable but also on out-of-awareness behaviour. One of its core competencies is leadership coaching interventions in group settings – an approach that creates a sense of mutuality and contributes to the effectiveness of the intervention by making participants accountable for personal action plans and timely results. At IGLC, a Socratic method of inquiry is used, in which the leadership coach is a partner in a dialogue. This article examines this approach and various forms of holistic coaching intervention – individual, team, and organizational. Conceptual models describe the journey of transformational change and the paper ends with observations about what it means to be a reflective practitioner.

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