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.| Item type | Current location | Collection | Call number | Status | Date due | Barcode | Item holds |
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Digital Library | Available | BC008536 |
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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