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_a2.08 _bC6522c |
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_aCoaching for leadership : _bhow the world's greatest coaches help leaders learn |
| 260 |
_aSan Francisco : _bJossey-Bass, _c2000 |
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| 300 | _a392 p. | ||
| 505 | 8 | 0 |
_tPart one: Foundations of coaching _tCoaching at the heart of strategy - Laurence S. Lyons _tCoaching for behavioral change - Marshall Goldsmith _tCoaching executives for business results - Alyssa M. Freas _tRoots and bounadries of executive coaching - Elizabeth and Gifford Pinchot _tCoaching and consultation: are they the same? - Edgar H. Schein _tPart two: Role and identity _tCoaching coaches - Richard Beckhard _tThe leadership mirror: why should I follow you? - Richard J. Leider _tWhen leaders are coaches - James M. Kouzes and Barry Z. Posner _tTeam building without time wasting - Marshall Goldsmith and Howard Morgan _tBecoming a coach for the teams you lead - Thomas G. Crane _tHow to make the most of the coaching realtionship for the person being coached - Don Grayson and Kerry Larson _tMentoring as partnership _tChip R. Bell _tCoaching from below - Deepak (Dick) Sethi _tLeadership and power: where responsibility makes the difference - Bruce Lioyd _tStarting smart: clarifying coaching goals and roles - Robert Witherspoon _tPart three: Moments and transitions _tCoaching CEO transitions - Dave Ulrich _tThe coach-leadership moment - James A. Belasco _tLearning strategies dor newly appointed leaders - Julie M. Johnson _tRe-grooving critical ehavior - David Allen _tCareer development - anytime, anyplace - Beverly Kaye _tPart four: Practice and techniques of coaching _tSituational leadership and performance coaching - Paul Hersey and Roger Chevalier _tProcessing advising: an approach to coaching for development - Victoria Guthrie and John Alexander _tDecision velocity: a target for coaching - Alan Fine _tCoaching leaders with 3 X 3 feedback - Bert Decker _tInterpersonal techniques for leaders - Judith M. Bardwick _tCoaching others to accept feedback - Joe Folkman _tCoaching for organizational change - Bill Hawkins and Tom Pettey _tThe big three derailment factors in a coaching relaionship - David Noer _tParte five: Expanding situations _tBecoming an effective global leader - Jeremy Solomons, Maya Hu-Chan, Carlos E. Marin, and Alastair G. Robertson _tThe stanley international-latin american division case study - Robert M. Fulmer _tCoaching in the midst of diversity - R. Roosevelt Thomas, Jr _tCoaching global executives: women succeeding in a world beyond here - Nancy J. Adler _tCoaching free agents - Marshall Goldsmith, Lain Somerville, and Cathy Greenberg-Walt |
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_aDesenvolvimento Gerencial e de Dirigentes _914762 |
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_aCapacitacao _915607 |
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_aPerfil Gerencial _914656 |
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_912917 _aLiderança |
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_a20020225 _bChris _cChris |
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_a20070827 _b1646^b _cQuiteria |
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_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c6424 _d6424 |
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