 Coaching for Leadership Development: A Systems Psychodynamic ApproachJudith Bell and Clare Huffington Chapter 5 in Leadership Learning, 2008, pp 93-110 from Palgrave Macmillan Abstract: Abstract Leaders are often chosen because of their vision for the future of the organisation or their particular expertise, not necessarily because of skills in leading and managing people. They may not at first be aware of the singularity of the role or the need for responsibility for the system as a whole. However it soon impinges on all leaders that vision and technical knowledge is not enough. Without an appreciation of how to engage people in their vision from both within and outside the organisation, it will not be deliverable. This chapter considers a developmental intervention — a systems psychodynamic model of coaching for leadership — to help leaders become self aware in their leadership role and to become sensitive to the organisational dynamics that can influence and interfere with the leadership task. This chapter will outline a systems psychodynamic approach to leadership and then explore how the approach can be used in the coaching context and then consider its implications for and application to leadership development. Keywords: Emotional Intelligence; Leadership Role; Leadership Development; Coaching Session; Emotional Life (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-58407-5_6 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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