Leadership Team Coaching: Developing Collective Transformational Leadership by Peter Hawkins

2012 ◽  
Vol 65 (4) ◽  
pp. 938-941
Author(s):  
Richard J. Chagnon
Keyword(s):  
Transformational Leadership ◽  
Leadership Team ◽  
Team Coaching

scholarly journals THE ROLE OF LEADERSHIP STYLES IN ENCOURAGING AND IMPROVING TEAM PERFORMANCE IN ONE OF THE BIGGEST OIL & GAS GROUP OF COMPANIES IN ABU DHABI, UAE

2020 ◽  
Vol 4 (02) ◽  
Author(s):  
Anas Abudaqa ◽  
Mohd Faiz ◽  
Norziani Dahalan ◽  
Hasan Almujaini
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Team Performance ◽  
Leadership Team ◽  
Participative Leadership ◽  
The Impact

Abstract: The aim of the current study is to examine the impact of leadership styles such as transformational leadership, transactional leadership and participative leadership on the team performance of one of the biggest oil & gas group of companies in UAE. The goal also includes the moderating role of perceived organizational culture on the links of transformational leadership and team performance, transactional leadership team performance, participative leadership, and team performance. The employees who have at least one immediate boss and currently working in one of the biggest oil & gas group of companies are the respondent and data were gathered by using questionnaires and it was analyzed by using Smart-PLS. The results indicated that transformational leadership, transactional leadership, and participate leadership have positive nexus with team performance. The results also indicated that perceived organizational culture has positively moderates among the nexus of transformational leadership and team performance, transactional leadership team performance, participative leadership, and team performance. The regulators of this group of companies will be the foremost users who want to formulate policies regarding the leadership style that improves team performance.

scholarly journals The use of organisational network analysis as a diagnostic tool during team coaching

2018 ◽  
Vol 44 ◽  
Author(s):  
Nicky H.D. Terblanche ◽  
Edna D. Erasmus
Keyword(s):  
Network Analysis ◽  
Diagnostic Tool ◽  
Leadership Team ◽  
Research Approach ◽  
Structured Interviews ◽  
Direct Reports ◽  
Team Coaching ◽  
Coaching Intervention ◽  
Managerial Implications ◽  
Business Challenges

Orientation: Organisational network analysis (ONA) examines relationships between people and is a potential diagnostic tool to use during team coaching interventions. Research purpose: The objective of this research was to investigate how ONA can be used during a team coaching intervention aimed at addressing business challenges. Motivation for the study: The use of ONA as a diagnostic tool in individual coaching has been researched, but has not been applied in the emerging field of team coaching. Research approach/design and method: An action research methodology employing both quantitative and qualitative methods was used in this research. A purposive sampling approach was used to select a leadership team of four people who received 11 team coaching sessions. Quantitative data were collected from the leadership team and their 18 direct reports, using pre- and post-test intervention ONA questionnaires. Qualitative data were collected after the coaching intervention using semi-structured interviews with the leadership team. Main findings: Organisational network analysis helped to identify team coaching goals based on business challenges. It indicated the extent to which team coaching enhanced communication between the leadership team and their reports, enabling them to address business challenges. Organisational network analysis results taken out of context could, however, be misinterpreted. Practical/managerial implications: Team coaches, ONA practitioners and leadership teams could use ONA as a diagnostic tool during team coaching interventions to identify team coaching goals based on business challenges, to gain insights into team dynamics and to assess the contribution of team coaching for addressing business challenges. Organisational network analysis should not be taken at face value and should ideally be triangulated with other data sources such as interviews. Contribution/value-add: On a scholarly level, this research provides empirical evidence for the benefits of using ONA during a team coaching intervention. On a practice level, suggestions are provided for the manner in which ONA can guide team coaching interventions.

Team coaching helps a leadership team drive cultural change at Caterpillar

2008 ◽  
Vol 27 (4) ◽  
pp. 40-50 ◽  
Author(s):  
Merrill C. Anderson ◽  
Dianna L. Anderson ◽  
William D. Mayo
Keyword(s):  
Cultural Change ◽  
Leadership Team ◽  
Team Coaching

An empirical study of transformational leadership, team performance and service quality in retail banks

Omega ◽  
2011 ◽  
Vol 39 (6) ◽  
pp. 690-701 ◽  
Author(s):  
Peter K.C. Lee ◽  
T.C. Edwin Cheng ◽  
Andy C.L. Yeung ◽  
Kee-hung Lai
Keyword(s):  
Transformational Leadership ◽  
Empirical Study ◽  
Service Quality ◽  
Team Performance ◽  
Leadership Team ◽  
Retail Banks
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