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Four essential ways that coaching can help executives /
Some executives use coaching to learn specific skills, others to improve performance on the job or to prepare for career moves in business or professional life. Still others see coaching as a way to support broader purposes such as an agenda for major organizational change. To an outsider, these coa...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Greensboro, NC :
Center for Creative Leadership,
©1997.
|
| Colección: | Report (Center for Creative Leadership) ;
no. 175. |
| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
MARC
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| 100 | 1 | |a Witherspoon, Robert. | |
| 245 | 1 | 0 | |a Four essential ways that coaching can help executives / |c Robert Witherspoon, Randall P. White. |
| 260 | |a Greensboro, NC : |b Center for Creative Leadership, |c ©1997. | ||
| 300 | |a 1 online resource | ||
| 336 | |a text |b txt |2 rdacontent | ||
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| 490 | 1 | |a CCL ; |v no 175 | |
| 500 | |a Title from title screen. | ||
| 504 | |a Includes bibliographical references. | ||
| 505 | 0 | |a ""Cover""; ""Title Page""; ""Copyright""; ""Dedication""; ""Table of Contents""; ""Preface""; ""Acknowledgments""; ""Introduction""; ""The Roles Consultants Play""; ""The Roles Coaches Play""; ""Coaching for Skills""; ""Example""; ""Coaching for Performance""; ""Example""; ""Coaching for Development""; ""Example""; ""Coaching for the Executiveâ#x80;#x99;s Agenda""; ""Example""; ""Conclusion: Some Similarities in Coaching""; ""Notes""; ""References"" | |
| 520 | |a Some executives use coaching to learn specific skills, others to improve performance on the job or to prepare for career moves in business or professional life. Still others see coaching as a way to support broader purposes such as an agenda for major organizational change. To an outsider, these coaching situations may look similar. All are based on an ongoing, confidential, one-on-one relationship between coach and executive. Yet each coaching situation is different, and these distinctions are important to recognize--if only to foster informed choice by everyone involved. This report explores key distinguishing factors among coaching situations, and defines four distinctly different coaching roles. Case examples explore how these roles apply to common coaching issues facing executives and their organizations today. | ||
| 546 | |a English. | ||
| 590 | |a O'Reilly |b O'Reilly Online Learning: Academic/Public Library Edition | ||
| 650 | 0 | |a Business consultants. | |
| 650 | 0 | |a Mentoring in business. | |
| 650 | 0 | |a Executive ability. | |
| 650 | 0 | |a Executives. | |
| 650 | 4 | |a Management. | |
| 650 | 4 | |a Management Styles & Communication. | |
| 650 | 4 | |a Business & Economics. | |
| 650 | 6 | |a Conseillers d'entreprise. | |
| 650 | 6 | |a Mentorat dans les affaires. | |
| 650 | 6 | |a Aptitude pour la direction. | |
| 650 | 7 | |a Business consultants |2 fast | |
| 650 | 7 | |a Executive ability |2 fast | |
| 650 | 7 | |a Executives |2 fast | |
| 650 | 7 | |a Mentoring in business |2 fast | |
| 700 | 1 | |a White, Randall P. | |
| 776 | 0 | 8 | |i Print version: |a Witherspoon, Robert. |t Four essential ways that coaching can help executives. |d Greensboro, NC : Center for Creative Leadership, ©1997 |z 1882197267 |w (DLC) 97001375 |w (OCoLC)36252791 |
| 830 | 0 | |a Report (Center for Creative Leadership) ; |v no. 175. | |
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