Coaching and Leadership for Innovation and Future-Ready Organizations.
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| Titel: | Coaching and Leadership for Innovation and Future-Ready Organizations. |
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| Autoren: | Coulson-Thomas, Colin |
| Quelle: | Effective Executive; Jun2023, Vol. 26 Issue 2, p5-23, 19p |
| Schlagwörter: | BOARDS of directors, ETHICAL problems, LEADERSHIP, EXECUTIVES |
| Abstract: | The relevance and value of coaching and other development support delivered, instigated or received by busy directors and boards can depend upon whether it reflects their requirements, priorities and distinct directorial responsibilities and accountabilities in the situations, circumstances and contexts in which they operate, and the challenges and opportunities that confront them. It should reflect their availability and preferences, the distinction between direction and management, the differing perspectives and involvements of executive and non-executive directors, changing requirements during transition and transformation journeys, and the need for adaptation, resilience, innovation, entrepreneurship, collaboration and collective responses to multiple challenges, existential threats and related opportunities. Directors and boards often find it difficult to identify potential sources of current, relevant and authoritative advice. The provision, relevance and potential value of coaching and other development support should reflect director and board agendas, ethical and other dilemmas they face, and issues and questions they and their leadership teams might or ought to consider. [ABSTRACT FROM AUTHOR] |
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| Datenbank: | Complementary Index |
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Nájsť tento článok vo Web of Science | Abstract: | The relevance and value of coaching and other development support delivered, instigated or received by busy directors and boards can depend upon whether it reflects their requirements, priorities and distinct directorial responsibilities and accountabilities in the situations, circumstances and contexts in which they operate, and the challenges and opportunities that confront them. It should reflect their availability and preferences, the distinction between direction and management, the differing perspectives and involvements of executive and non-executive directors, changing requirements during transition and transformation journeys, and the need for adaptation, resilience, innovation, entrepreneurship, collaboration and collective responses to multiple challenges, existential threats and related opportunities. Directors and boards often find it difficult to identify potential sources of current, relevant and authoritative advice. The provision, relevance and potential value of coaching and other development support should reflect director and board agendas, ethical and other dilemmas they face, and issues and questions they and their leadership teams might or ought to consider. [ABSTRACT FROM AUTHOR] |
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| ISSN: | 09725172 |