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001 9780429352348
003 FlBoTFG
005 20220724194523.0
006 m o d
007 cr cnu---unuuu
008 200817t20212021flua ob 001 0 eng d
040 _aOCoLC-P
_beng
_erda
_epn
_cOCoLC-P
020 _a9781000177404
_qelectronic publication
020 _a1000177408
_qelectronic publication
020 _a9781000177244
_qelectronic book
020 _a1000177246
_qelectronic book
020 _a9781000177329
_qMobipocket electronic book
020 _a1000177327
_qMobipocket electronic book
020 _a9780429352348
_qelectronic book
020 _a0429352344
_qelectronic book
020 _z9780367369361
_qhardcover
020 _z9780367534837
_qpaperback
024 7 _a10.4324/9780429352348
_2doi
035 _a(OCoLC)1197813307
_z(OCoLC)1196253828
035 _a(OCoLC-P)1197813307
050 4 _aHD57.7
_b.K67 2021
072 7 _aBUS
_x071000
_2bisacsh
072 7 _aBUS
_x063000
_2bisacsh
072 7 _aBUS
_x097000
_2bisacsh
072 7 _aKJMB
_2bicssc
082 0 4 _a658.4092
_223
100 1 _aKoss, Lisa J.,
_eauthor.
245 1 0 _aLeading for learning :
_bhow managers can get business results through developmental coaching and inspire deep employee commitment /
_cLisa J. Koss.
264 1 _aBoca Raton, FL :
_bRoutledge,
_c2021.
264 4 _c©2021
300 _a1 online resource (xii, 143 pages) :
_billustrations (some color)
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
500 _a<P></P><P>Acknowledgments. Author. <B>Introduction. 1 </B>Developmental Coaching. <B>2 </B>The Developmental Coaching Model. <B>3 </B>Phase I: Build Trust. <B>4 </B>Phase II: Contracting. <B>5 </B>Phase III: Work the Idea/Issue. <B>6 </B>Becoming a Manager-Coach. <B>Epilogue. </B>Index.</P>
520 _aPeople do their best work when they are motivated. This may sound obvious, but while people managers instinctively agree with the centrality of motivation at work and its impact on employee engagement, their practices do not follow. With so much "real work" to do every day, how can managers also carve out time to learn, engage, build relationships, tap motivation, encourage development, and inspire? The problem is a false dichotomy between the world of business and that of people development. What if managers were able to systematically transform everyday business issues into meaningful, developmental coaching opportunities with employees at the same time? This proven coaching approach radically shifts conversations away from either-or propositions and uses an entirely different lens: transforming business challenges by connecting them directly to employee motivation to achieve the desired business result while dramatically increasing employee engagement. And all this comes none too soon as leaders must rethink the way they lead given the modern realities of organizational life. Among them: A rapidly changing workplace and increasing uncertainty that requires a fundamental shift in the leader's approach, including the distribution of authority and the expectation that employees take responsibility for their own learning Pervasive and persistent employee disengagement, characterized by employees who no longer accept the organization's priorities at the expense of their own, whereorganizations that continue to dictate terms will find ongoing challenges with costly employee turnover and lack of engagement During the past decade, the Developmental Coaching Model has been taught across the globe in nine languages and has been enthusiastically embraced by thousands of managers while dissolving the invisible barriers that block individual and organizational development and business success.
588 _aOCLC-licensed vendor bibliographic record.
650 0 _aLeadership.
650 0 _aEmployee motivation.
650 0 _aEmployees
_xCoaching of.
650 7 _aBUSINESS & ECONOMICS / Leadership
_2bisacsh
650 7 _aBUSINESS & ECONOMICS / Strategic Planning
_2bisacsh
650 7 _aBUSINESS & ECONOMICS / Workplace Culture
_2bisacsh
856 4 0 _3Read Online
_uhttps://www.taylorfrancis.com/books/9780429352348
856 4 2 _3OCLC metadata license agreement
_uhttp://www.oclc.org/content/dam/oclc/forms/terms/vbrl-201703.pdf
942 _2lcc
_cEBK
999 _c18573
_d18573