Executive leader coaching as a strategic activity

Strategy and Leadership - Tập 27 Số 6 - Trang 33-36 - 1999
LeeSmith1, JeannineSandstrom1
1Founder of Dallas‐based CoachWorks International

Tóm tắt

This article explores the strategic validity of executive leader coaching. The authors offer the definition of executive coaching and the distinguishing factors of this professional industry and present three primary strategic interventions that executive coaches make in upgrading the performance of leaders, executive teams, and the organization as a whole. Included are the strategies of developing leaders, implementing strategic plans, and the attraction, retention, and development of human talent in the organization. The authors quote leaders in the field of coaching as well as business leaders whom they have coached.

Từ khóa


Tài liệu tham khảo

Kotter J., 1999, What Leaders Really Do

Smith L., 1999, Legacy Leadership: Five Best Practices

Today, February 29, 2000.

Morris B., 2000, Fortune

Kellaway L., 2000, Financial Times

Smith L., 2000, Summary Findings from the International Executive Coaching Summit: A Collaborative Effort to Distinguish the Profession

Thông tin
Thông tin xuất bản

Strategy and Leadership

Tập 27 Số 6

33-36

Thông tin tác giả