Executive Coaching in Action: Out of Favour or Out of her League?

Tony Chapman, Bill Best and Paul Van Casteren

Chapter Chapter 8 in Executive Coaching, 2003, pp 165-182 from Palgrave Macmillan

Abstract: Abstract This is the case of a British executive in a UK multinational. The business had grown significantly since she first joined, and this success was attributed largely to the entrepreneurial CEO, with whom she had worked very closely. The CEO was succeeded by a very different individual who came from a well-established, structured US multinational high-tech firm. Our meetings were prompted by the new CEO as he built relationships with his new leadership team. However, it was these relationships that emerged as the critical focus during the ensuring coaching sessions.

Keywords: Female Manager; Chartered Accountant; Critical Focus; Executive Coach; Improve Work Performance (search for similar items in EconPapers)
Date: 2003
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-50885-9_8

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DOI: 10.1057/9780230508859_8

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