Title Leadership Team Coaching in Practice, 2/e
Subtitle Case Studies on Developing High-Performing Teams
Author Peter Hawkins
ISBN 9780749482381
List price GBP 29.99
Price outside India Available on Request
Original price
Binding Paperback
No of pages 392
Book size 153 x 204 mm
Publishing year 2018
Original publisher Kogan Page Limited
Published in India by Kogan Page Limited
Exclusive distributors Viva Books Private Limited
Sales territory India, Sri Lanka, Bangladesh, Pakistan, Nepal, .
Status New Arrival
About the book


Leadership Team Coaching in Practice brings to life the concepts and ideas for those interested in team workings, team development and team performance to provide useful insights and shared experiences from organisations from across the global. The perfect companion to Leadership Team Coaching.”

—Professor Jonathan Passmore, internationally respected psychologist, author, coach and speaker


“In Leadership Team Coaching in Practice, you will find ideas, tools and techniques which can transform your organization to enable you to maximise the impact of the top team by thinking differently about how that team itself works. With additional case studies in this edition, it shows how leadership teams can evolve to cope with a world in which we have to produce more, for less, at a higher quality, and quicker. A game-changer for the increasingly pressured top teams.”

—Alex Bristol, CEO, SkyGuides, Swiss Air Traffic Control


“This great new edition is edited by Peter Hawkins who is a world leading authority in team coaching, each and every year his session at our annual conference is not only one of the highest attended but also the highest rated by practitioners, academics and industry leaders and so is this book.”

—Benjamin Croft, Founder and CEO, World Business Executive Coaching Summit (WBECS)


Leadership Team Coaching in Practice shows how to support, challenge and partner teams to be the best version of themselves for future clients and stakeholders whilst looking at the wider ecosystem. It is extremely useful to have a compilation of case studies on systemic team coaching from various sectors and countries.”

Lily Seto, MA, PCC, ESIA, Leadership and Team Coach, Canada


“This book is essential reading for all coaches and team coaches in North and South America and elsewhere, as many clients increasingly bring issues about how they develop their teams. It provides great case studies of sustained systemic team coaching from many sectors and parts of the world.”

—Damian Goldvarg ICF Global Past President and President of The Goldvarg Consulting Group, Inc.


Organizations are increasingly complex, requiring flexibility to implement significant, rapid change that goes beyond the ability of an individual leader or CEO. A high-performing and cohesive leadership team is critical for success. Leadership Team Coaching in Practice presents enlightening case studies on how leadership team coaching techniques have been applied internationally across a variety of team types and industries, including professional services, pharmaceuticals, airlines, healthcare and finance. With expert contributions from chief executives, team coaches, team leaders and consultants, this practical guide illustrates best practice tailored to the needs of each organization.

This fully updated 2nd edition of Leadership Team Coaching in Practice includes new case studies and addresses hot topics in systemic leadership coaching theory. Answering questions such as how do you get the most from working across multiple teams? how should inter-team coaching be approached? and how do you coach millennials and tech start-ups?, it helps foster collective transformational leadership, whatever the business sector and type of team. Ideal for executive coaches, organizational development consultants (OD), HR leaders and aspiring managers, it shows how to develop leadership teams that can implement strategic change effectively and sustain competitive advantage.




Introduction to the Second Edition

Chapter 1: Introduction: Highly effective teams – the latest research and development
Peter Hawkins

Chapter 2: What are leadership team coaching and systemic team coaching?
Peter Hawkins

Introduction • The five disciplines of effective teams and the five approaches to coaching them • Coaching the five disciplines • Defining systemic and leadership team coaching • Conclusion

Chapter 3: Learning from case studies and an overview of published case studies
Peter Hawkins, Catherine Carr and Jacqueline Peters

Introduction • The focus of the coach • Learning from interacting with the case studies • New case studies since 2012 • Discussion • Future directions • Conclusion

Chapter 4: Coaching the commissioning and clarifying: A case study of a professional services leadership team
Hilary Lines

Context for the work • Initial contracting, inquiry and diagnosis • Second contracting, inquiry and diagnosis

Chapter 5: Coaching the co-creating within the team: Two case studies from Canada
Catherine Carr and Jacqueline Peters

Introduction • Learning and recommendations • Conclusion • Reflections three years on

Chapter 6: Coaching the connecting between a new CEO, her leadership team and the wider middle management in a UK National Health Service organization
Jacqui Scholes-Rhodes and Angela McNab

Introduction • Initial contracting – the client perspective • Initial contracting – the coach perspective • Review of impact and action – roll-out and after • Ongoing learning and reflection • Current reflections

Chapter 7: Coaching the team working with its core learning
Sue Coyne and Judith Nicol

Introduction • The Bruntwood case study • Key learnings • Conclusion: ‘We have had an incredible journey’ • Reflections three years on

Chapter 8: Team coaching as part of organizational transformation: A case study of Finnair
David Jarrett

Introduction • The context • The strategic challenge • A deeper inquiry • Approach: developing the senior team • Approach: creating hub, spoke and wheel • Approach: developing the wider leadership group to help lead the transformation • But then time for hard hats – the culture fights back! • Outcomes • Conclusions • Reflections four years on

Chapter 9: Team coaching for organizational learning and innovation: A case study of an Australian pharmaceutical subsidiary
Padraig O’Sullivan and Carole Field

Background • First insight that learning was being missed • Key questions that guided the team • Core learning actions at the leadership team level • Key initial changes at the organization level • The challenge of being successful in an Asian context • Resetting the bar • Focus on innovation • Continued use of external coaching and other experts • Top 30 award for most innovative organizations in Australia • Engagement scores that reflect a strong culture • Reflections and conclusions

Chapter 10: Inter-team coaching: From team coaching to organizational transformation at Yeovil Hospital Foundation Trust
Peter Hawkins and Gavin Boyle

Introduction • The inter-team launch of the clinical divisional teams • The board development • Reflections and conclusions • Postscript 2014 • Update: from inter-team coaching to ‘team of team coaching’ to ‘eco-systemic team coaching’

Chapter 11: Developing an effective ‘team of teams’ approach in Comair
Barbara Walsh, Danny Tuckwood (Metaco), Erik Venter (CEO), Geraldine Welby-Cooke (Head of Od), Tracey Mccreadie (Manager of Service Delivery, Ops) and Justin Dell (Manager of Ground Ops) (all in Comair), Peter Hawkins (Metaco, Supervisor)

Introduction • Background and context • Process framework overview • The activity • Progress made • Comair’s talent management strategy • Reflection and learning

Chapter 12: Empowering the next generation of team leaders in fast-moving startups
Shannon Arvizu

Introduction • Case study • Cultivating the next generation of team leaders • Transformational team KPIs • The power of collaborative leadership • Conclusion

Chapter 13: Evaluation and assessment of teams and team coaching
Peter Hawkins

Introduction • Team Connect 360 • Other useful assessment approaches • Is this a team? • Assessing the functions of the team • Assessing team motivation and affective levels • Team relationship to Hawkins’ five disciplines of teams • Team maturity • Levels of team maturity and development • Conclusion

Chapter 14: 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

Introduction • The global context in which boards operate • The role of the board and board effectiveness • From board evaluation to board coaching • The board as a leadership team • The five disciplines of a highly-effective board • Conclusion • Reflections four years on

Chapter 15: Embodied approaches to team coaching
Peter Hawkins and David Presswell

Introduction • The history and focus of three approaches • Key concepts • Conclusion

Chapter 16: Developing the personal core capacities for systemic team coaching
Peter Hawkins

Introduction • Systemic team coaching core capacities • Conclusion

Chapter 17: Training systemic team coaches
Peter Hawkins and John Leary-Joyce

Introduction • Learning to be a systemic team coach • Designing a systemic team coach training programme • Conclusion

Chapter 18: Systemic team coaching – where next?
Peter Hawkins and Krister Lowe

Introduction • The continuing growth of the demand for team coaching • Professionalization of team coaching • Accreditation of team coaches • Development of research on, and case studies of, team coaching • Digitalization and team coaching • Team development, organizational transformation and human evolution • Systemic team coaching – Bridging the gap between leader development and organizational development. Developing team leadership in Deloitte UK • Creating future-fit organizations • Conclusion


Biographies of the contributors




About the Editor:

Peter Hawkins is Professor of Leadership at Henley Business School, University of Reading, UK, as well as the founder and emeritus chairman of Bath Consultancy Group. In addition, he is the Honorary President of the Academic of Executive Coaching, the chairman of Renewal Associates, a visiting professor in executive coaching at Oxford Brookes University and a visiting professor in leadership and change at the University of Bath. He has worked with many leading companies internationally, co-designing and facilitating major change projects, coaching boards and leadership teams. He is the author of several books including Leadership Team Coaching, also published by Kogan Page.

Target Audience:

This book is intended for people interested in HR, leadership and Coaching.



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