The Handbook of Knowledge-Based Coaching: FROM THEORY TO PRACTICE

PART THREE: Organizations, Leadership, and Coaching

To an outsider, an organization can feel like a foreign country, with its own language and form of government, its explicit rules shadowed by unwritten conventions. For an executive or for a coach, having a framework for decoding organizational structures can mean the difference between floundering and flourishing.

Specifically we need some insight into the range of options for leaders and the extent to which more or less successful approaches to leadership can make the workplace either dynamic or dysfunctional.

We also need an appreciation of the complexity and potential of teamwork. Whatever the size of the enterprise, for most people, work is a cooperative process. Incompatible approaches ...