Coaching for Leadership and over 2 million other books are available for Amazon Kindle . Learn more
Trade in your item
Get a £6.28
Gift Card.
Have one to sell?
Flip to back Flip to front
Listen Playing... Paused   You're listening to a sample of the Audible audio edition.
Learn more
See this image

Coaching for Leadership: The Practice of Leadership Coaching from the World's Greatest Coaches (J-B US non-Franchise Leadership) Hardcover – 11 Nov 2005


See all 2 formats and editions Hide other formats and editions
Amazon Price New from Used from
Kindle Edition
"Please retry"
Hardcover
"Please retry"
£42.89 £22.27

Customers Who Bought This Item Also Bought



Trade In this Item for up to £6.28
Trade in Coaching for Leadership: The Practice of Leadership Coaching from the World's Greatest Coaches (J-B US non-Franchise Leadership) for an Amazon Gift Card of up to £6.28, which you can then spend on millions of items across the site. Trade-in values may vary (terms apply). Learn more

Product details

  • Hardcover: 288 pages
  • Publisher: John Wiley & Sons; 2nd Edition edition (11 Nov 2005)
  • Language: English
  • ISBN-10: 0787977632
  • ISBN-13: 978-0787977634
  • Product Dimensions: 18.4 x 2.4 x 23.7 cm
  • Average Customer Review: 4.8 out of 5 stars  See all reviews (4 customer reviews)
  • Amazon Bestsellers Rank: 1,039,464 in Books (See Top 100 in Books)
  • See Complete Table of Contents

More About the Authors

Discover books, learn about writers, and more.

Product Description

From the Inside Flap

Coaching for Leadership "This is a significant addition to the authors′ earlier works, and comes at a most timely point in the continuing evolution of corporate leadership. The complexities of today′s business challenges are prompting leaders at all levels to seek out professional coaching support, and this book does a great job in exploring the options, insights, and practices." —Jon R. Katzenbach, founding partner, Katzenbach Partners LLC, and author, Why Pride Matters When it was published in 2000, Coaching for Leadership became an instant classic in the field of executive coaching. This second edition updates and expands on the original book and brings together the best executive coaches who offer a basic understanding of how coaching works, why it works, and how leaders can make the best use of the coaching process. This thoroughly revised edition reflects recent changes in coaching practices, includes well–researched best practices, and provides additional guidance and tools from the greatest leadership coaches from around the world. Each chapter in this important volume addresses a proven application, offers key principles of practice, and highlights critical learning points. A timely book, Coaching for Leadership covers important new concepts and Shows when coaching is necessary and when it is needed most Explains how different coaching styles embrace various practices Shows how coaching applies to different situations Describes how to engage human resource professionals in the process Demonstrates how to manage leadership coaching programs Illustrates how to make leadership coaching align with key OD values, such as dignity and collaboration Shows how to negotiate the return on investment conversation between human resources and finance Details how to make process consultation work in leadership coaching. The second edition of Coaching for Leadership is a practical resource that is filled with best practices, sample scenarios, case studies, and hands–on tools.

From the Back Cover

Praise for Coaching for Leadership "This book is the single best collection of first–rate articles on executive coaching. It covers every base from leading change to strategy and should be on the bookshelf of every student and practitioner of leadership and organizational development." —Warren Bennis, University Professor and Distinguished Professor of business, University of Southern California,and author, On Becoming a Leader, and coauthor, Geeks and Geezers "What a resource! In Coaching for Leadership, the world′s best coaches come together to present an advanced tutorial on the art of coaching. Anyone interested in becoming an executive coach, either as an individual practice or within his or her organization, must immediately buy and read this essential hands–on guide." —Sally Helgesen, author, The Female Advantage and The Web of Inclusion "This exceptional book is a must read for individuals at all levels of the organization. Coaches, HR managers, and executives hoping to become coaches will benefit greatly from the concepts, practices, and techniques brought to light in Coaching for Leadership." —Vijay Govindarajan, Earl C. Daum 1924 Professor of International Business, and director, Center for Global Leadership "This book is very important and valuable reading for executives who are reaching retirement and moving into another important area of contribution: coaching others to become effective executives. It is no less significant for corporate HR executives who are increasingly called upon to manage coaching interventions on behalf of their companies′ leaders." —D. Quinn Mills, professor, Harvard Business School "Coaching is a critical business skill in today′s fast–changing world. Coaching for Leadership pulls together insightful contributions from several renowned coaches. This book is a must read for leaders and future leaders." —Dr. Homa Bahrami, senior lecturer, Haas School of Business, University of California, Berkeley

Inside This Book (Learn More)
First Sentence
A leader becomes complete only after giving something back. Read the first page
Explore More
Concordance
Browse Sample Pages
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
Search inside this book:

What Other Items Do Customers Buy After Viewing This Item?

Customer Reviews

4.8 out of 5 stars
5 star
3
4 star
1
3 star
0
2 star
0
1 star
0
See all 4 customer reviews
Share your thoughts with other customers

Most Helpful Customer Reviews

1 of 1 people found the following review helpful By Carl Rodgers on 11 Nov 2009
Format: Hardcover Verified Purchase
A well written flowing book with so much interesting and stimulating material.
This book is not only for HR or Talent management it is for CEOs who want not only to develop themselves but to create a great team and Company to work for.
For business coaches this book can be read over and over again as it is not only informative but also motivating.
It is difficult to find so much experience and above all priceless advice in one book.
As always,M.Goldsmith never fails to deliver.
Comment Was this review helpful to you? Yes No Sending feedback...
Thank you for your feedback. If this review is inappropriate, please let us know.
Sorry, we failed to record your vote. Please try again
Format: Hardcover
This is a comprehensive review about coaching. You can find good short analysis on the different kind of business coaching approaches and few tips on how to improve your own business with coaching.
Brilliant insights here and there.

Vania
Management Consultant, Stockholm
Comment Was this review helpful to you? Yes No Sending feedback...
Thank you for your feedback. If this review is inappropriate, please let us know.
Sorry, we failed to record your vote. Please try again
Format: Hardcover Verified Purchase
As an NLP trainer many of my delegates are interested in persuing a career in business coaching. This is my top recommended book for those interested in coaching senior people in large companies. It consists of short contributions from top coaches from around the world. Great stories, models that can be adapted and used, and lots of ideas of how to successfully position coaching. Highly recommended.
Comment Was this review helpful to you? Yes No Sending feedback...
Thank you for your feedback. If this review is inappropriate, please let us know.
Sorry, we failed to record your vote. Please try again
1 of 2 people found the following review helpful By Robert Morris TOP 500 REVIEWER on 6 Feb 2009
Format: Hardcover
This is the Second Edition of an anthology first published in 2000. Marshall Goldsmith and Laurence Lyons selected, organized, and contributed to the material that is divided into four Parts: Foundations of Coaching (Chapters 1-4, Pages 3-42), Building Blocks (Chapters 5-10, Paged 45-82), Leading Change (Chapters 11-18, Pages 87-159), and Applications (Chapters 19-26, Pages 163-243. As Goldsmith and Lyons explain in the Preface, this edition "expounds a well-accepted practice, not a rapidly emerging bright idea. This book contains fourteen brand new chapters; another ten chapters have been significantly revised. We include new detailed case studies, which we know are highly valued by our leaders."

Presumably this book will be of substantial value to those who are preparing to begin a career in leadership coaching or have recently embarked on one. I also think it will be of great value to most C-level executives and other supervisors who are determined to help develop effective leaders at all levels and in all areas of their organization. For at least some people are full-time executive coaches, much of the material in this book will probably serve as a reminder of what they already know. However, there is always room for increased knowledge as well as improved capabilities (especially information retrieval, diagnostic, and communication skills). For other readers who are primarily responsible for the performance of their direct reports, the material in Parts One and Two will probably be of greatest interest and value. In my opinion, most of the material is relevant to leadership development within any organization, regardless of its size or nature.

Here is a representative selection of brief excerpts from three articles.

"Coaching is a sub-set of consultation.
Read more ›
Comment Was this review helpful to you? Yes No Sending feedback...
Thank you for your feedback. If this review is inappropriate, please let us know.
Sorry, we failed to record your vote. Please try again

Most Helpful Customer Reviews on Amazon.com (beta)

Amazon.com: 7 reviews
23 of 28 people found the following review helpful
A first primer for executive coaching 6 Aug 2007
By A. Cheney - Published on Amazon.com
Format: Hardcover
Perhaps these are the world's greatest executive coaches, but I struggle with the suspicion that they are, more precisely, friends and associates of the editors. All but one or two of the contributors are Americans, so that I'm reminded of John Cleese's comment, when asked to compare Britons and Americans, that "when we Brits have a World Championship, we invite teams from other countries." Perhaps there are no excellent executive coaches from outside the United States. More likely, "world's greatest" was the publisher's idea.

But marketing hyperbole aside, this is a nice volume on an important and potentially lucrative topic. Executive coaching is definitely hot in the corporate world; a recent Harvard Business Review article (Sherman & Freas, 2004) puts estimated annual spending on executive coaching in the U.S. alone at $1 billion. Those who perform executive coaching include consultants and practitioners of various educational backgrounds, retired executives looking to share their career experience, a bevy of corporate training professionals looking to expand their talents past the classroom, and an assortment of others. It is my "unbiased" opinion that psychologists make the most effective executive coaches. Few non-psychologists have training in human dynamics, personality, learning, motivation, group cohesion, assessment, counseling skills, and other proficiencies necessary to fully effect insight and behavior change in organizational leaders. In another excellent HBR article, Berglas (2002), a psychotherapist, warned that untrained executive coaches have the potential for causing a great deal of damage to individuals and their companies by failing to recognize, or blatantly ignoring, personality disorders or even severe psychopathology that may exist in some they coach. Berglas recommended that, at the very least, executives designated for coaching receive a thorough psychological evaluation before coaching begins. While some business experience in a coach is also nice, I, as one who has both formal graduate training in business and experience working as an employee of two Fortune 100 companies, don't find it the sine qua non that non-psychologist coaches would have us and their potential clients believe.

In my view, one of the major shortcomings of this book is that only 1 of the 30 contributors has (or admits to having!) graduate training in psychology. Had the editors included excellent and well-known executive coaches who are also psychologists, rather than professionals described at the end of each chapter as "a world authority," "a frequent speaker," or (my favorite) "co-author of the most successful organizational behavior textbook of all time," their topic would have been better served.

As it is, the book is worth getting if you are thinking of going into executive coaching. The brief chapter by Edgar Schein (Chapter 2) is in my opinion worth the cost of the book. Schein argues that a distinction must be made between when a client defines the (coaching) situation as "one in which he or she wants individual help to work on a personal issue" and when "a manager asks someone to take on a coaching role to work with an individual to improve job performance or to overcome some developmental deficiencies" (p. 17). In the former instance, "the resulting process can be likened to counseling or therapy," whereas the latter is more analogous to "indoctrination or coercive persuasion" (p. 17). "If an organization `imposes' a coach and a predetermined direction of learning," Schein reminds us, "then by definition we are dealing with indoctrination, not coaching" (p. 18). Schein, a psychologist, states unequivocally the importance of this demarcation. I fear that many non-psychologist coaches would not understand the difference or would not be bothered by it.

Several chapters stand out as highlights. I have mentioned Schein's and would add the chapter by R. Roosevelt Thomas, Jr. (Chapter 25). Thomas provides a well laid out discussion of the dynamics of effective coaching relationships in general and also offers insights on "coaching in the context of teams as opposed to individual efforts" (p. 229). Brian Tracy (Chapter 12) constructs a how-to for retired executives considering coaching as a second career. Finally, the case studies in Part Four (Applications) are clarifying and enlightening and add a great deal to the book.

Besides original work, several of the chapters are a repackaging of previously published material, such as Paul Hersey and Roger Chevalier's chapter on "Situational Leadership and Executive Coaching" (Chapter 3) and James Kouzes and Barry Posner's chapter "When Leaders Are Coaches" (Chapter 16), which is an excerpt from their 2003 book. Marshall Goldsmith (one of the editors) contributes five chapters. Personally, I view these as resume-building for the publish-or-perish crowd, but if a reader buys the book, these can be considered a bonus.

Overall, the book serves as a fine primer for those thinking of going into executive coaching, and for those of us already there, it never hurts to benchmark against the "world's greatest."

*This is a condensed version of my review of the book in PsycCRITIQUES--Contemporary Psychology: APA Review of Books, 52 (17), 2007.
7 of 7 people found the following review helpful
Powerful tool 20 Nov 2006
By Ton de Graaf - Published on Amazon.com
Format: Hardcover Verified Purchase
As it states in the foreword by Beverly L. Kaye this book "is the collective thinking of the very best thought leaders in executive coaching". Beverly is absolutely right. If your in the business as an executive coach you will find the tools of the trade in this book. Marshall Goldsmith is one of the editors of this book, so you know you won't get disappointed. Seasoned coaches will be able to learn about subjects like E-coaching, coaching and culture and situational leadership to name a few. But also the novices in executive coaching will learn a lot from the experts. Not only about being a top coach but also tips and tricks on how to set up a thriving practice. The book also addresses the transition from line manager to executive coach which I haven't read before. I can highly recommend this book to both seasoned and fresh executives coaches and those who are thinking about becoming one. Good reading!
Perhaps the definitive source for understanding the practice of leadership coaching 6 Feb 2009
By Robert Morris - Published on Amazon.com
Format: Hardcover
This is the Second Edition of an anthology first published in 2000. Marshall Goldsmith and Laurence Lyons selected, organized, and contributed to the material that is divided into four Parts: Foundations of Coaching (Chapters 1-4, Pages 3-42), Building Blocks (Chapters 5-10, Paged 45-82), Leading Change (Chapters 11-18, Pages 87-159), and Applications (Chapters 19-26, Pages 163-243). As Goldsmith and Lyons explain in the Preface, this edition "expounds a well-accepted practice, not a rapidly emerging bright idea. This book contains fourteen brand new chapters; another ten chapters have been significantly revised. We include new detailed case studies, which we know are highly valued by our leaders."

Presumably this book will be of substantial value to those who are preparing to begin a career in leadership coaching or have recently embarked on one. I also think it will be of great value to most C-level executives and other supervisors who are determined to help develop effective leaders at all levels and in all areas of their organization. For at least some people are full-time executive coaches, much of the material in this book will probably serve as a reminder of what they already know. However, there is always room for increased knowledge as well as improved capabilities (especially information retrieval, diagnostic, and communication skills). For other readers who are primarily responsible for the performance of their direct reports, the material in Parts One and Two will probably be of greatest interest and value. In my opinion, most of the material is relevant to leadership development within any organization, regardless of its size or nature.

Here is a representative selection of brief excerpts from three articles.

"Coaching is a sub-set of consultation. If coaching is to be successful, the coach must be able, like a consultant, to create a helping relationship with his or her client. To create such a helping relationship, it is necessary to start in the process mode, which involves the learner/client, which identifies what the real problems are that need to be worked on, which builds team in 2which both the coach and th4 client take responsibility for the outcomes." "Coaching and Consutation Revisited: Are They the Same?," Edgar H. Schein (Page 24)

"The first thing is to ask yourself the question, `Why?' Why do you want to be an executive coach? What is your aim? What is your mission? What is your purpose? What are your goals? Why would you choose to be an executive coach rather than to do something else with your time and your life?...Identify the most important things that you have learned in your career that would be helpful to other people. You must be absolutely clear about what you are going to bring to your coaching clients based on your own knowledge and experience." "Making the Transition from Executive to Executive Coach," Brian Tracy (Page 101 & Page 102). Tracy also identifies "four key principles in strategic marketing" of executive coaching services: specialize in a particular area, "set yourself apart" (i.e. differentiate yourself from the competition), find your niche market, and focus your efforts. Tracy recommends clearly defining (in writing) the value offering, how much to charge for services, how to market those services, where services will be provided, and positioning (i.e. determining the words that describe you").

"The coaching process we use is fairly standard. It generally consists of five phases: contracting, assessment, goal setting, development training and evaluation. Although all five steps are important, we try to guard against moving too quickly through the "set-up," the preliminary assessment and planning phase that identifies the issues and sets the foundation for the success or failure of the engagement. In fact, the set-up may occupy the first two to three months of meetings. The questioning abilities (along with the patience) of the coach are key. The success or failure of the entire engagement is often dependent on the coach's willingness to gather the pieces of the emerging puzzle, help assemble a clear picture of the goals and challenges at hand, and partner with the client to lay a foundation for success." "Coaching Business Leaders," Richard Gautier and David Giber (Page 117).

Obviously, a C-level executive or supervisor needs to modify the advice to full-time executive coaches (such as provided in the last excerpt from Gautier and Giber's article) but even so, as indicated previously, I think almost any C-level executive or supervisor can learn a great deal from the same advice that can be applied during opportunities each day to help direct reports to strengthen their own leadership and management skills, improve their performance, and in countless other ways add value to an organization.
4 of 6 people found the following review helpful
practical, insightful, informative 12 Dec 2005
By Simon Vetter - Published on Amazon.com
Format: Hardcover
Coaching for Leadership is a valuable collection of essays from some of the most experienced management educators. The book provides research, methods and application stories from different perspectives on leadership coaching, development and effectiveness. The book has depth and is very useful.
Manuel Cueva MBA, ACC, NCOC 29 July 2010
By Manuel Cueva - Published on Amazon.com
Format: Hardcover Verified Purchase
It is an excellent book for the formation of leadership coaching.
An important aspect for me is now understood that the organizational coaching is a sub-set of Consultation, as I understand that a coach working organizational leadership in organizations, must have organizational experience.
An excellent book for coaches who work in leadership!
Were these reviews helpful? Let us know


Feedback