Abstract
Leaders are often chosen because of their vision for the future of the organisation or their particular expertise, not necessarily because of skills in leading and managing people. They may not at first be aware of the singularity of the role or the need for responsibility for the system as a whole. However it soon impinges on all leaders that vision and technical knowledge is not enough. Without an appreciation of how to engage people in their vision from both within and outside the organisation, it will not be deliverable. This chapter considers a developmental intervention — a systems psychodynamic model of coaching for leadership — to help leaders become self aware in their leadership role and to become sensitive to the organisational dynamics that can influence and interfere with the leadership task. This chapter will outline a systems psychodynamic approach to leadership and then explore how the approach can be used in the coaching context and then consider its implications for and application to leadership development.
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© 2008 Judith Bell and Clare Huffington
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Bell, J., Huffington, C. (2008). Coaching for Leadership Development: A Systems Psychodynamic Approach. In: James, K.T., Collins, J. (eds) Leadership Learning. Palgrave Macmillan, London. https://doi.org/10.1057/9780230584075_6
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DOI: https://doi.org/10.1057/9780230584075_6
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-35432-0
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