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Overview View 1 Edition Details Reviews Lists Related Books An edition of Leader as coach (1996) Leader as coach strategies for coaching and developing others by David B. Peterson 7 Want to read 1 Currently reading 1 Have read Share × Close Facebook Twitter Pinterest Embed Copy URL QR Code Leader as coach David B. Peterson, David B. Pe ... Leader as coach × Close Preview Preview Book × Close Borrow Listen Locate My Reading Lists: Use this Work Create a new list Create a new list × Close Review Notes My Book
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ist Create a new list × Close Review Notes My Book Notes × Close Share × Close Facebook Twitter Pinterest Embed Copy URL QR Code 7 Want to read 1 Currently reading 1 Have read Review Notes My Book Notes × Close Share × Close Facebook Twitter Pinterest Embed Copy URL QR Code Check nearby libraries WorldCat Buy this book Fetching prices Overview View 1 Edition Details Reviews Lists Related Books Last edited by MARC Bot September 24, 2025 | History Edit An edition of Leader as coach (1996) Leader as coach stra
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ion of Leader as coach (1996) Leader as coach strategies for coaching and developing others by David B. Peterson 7 Want to read 1 Currently reading 1 Have read Leader as coach Edit This edition doesn't have a description yet. Can you add one ? Publish Date 1996 Publisher Personal Decisions International Language English Pages 143 Check nearby libraries WorldCat Buy this book Fetching prices Previews available in: English Subjects Employees , Leadership , Mentoring in business , Training of , Organizational
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toring in business , Training of , Organizational learning , Changement organisationnel , Direction , Management , Leaders , Personnel , Management Styles & Communication , Formation , Apprentissage organisationnel , Business & Economics , Mentorat dans les affaires , Employee training personnel Edition Availability 1 Leader as coach: strategies for coaching and developing others 1996, Personal Decisions International in English 0938529145 9780938529149 aaaa Borrow Listen Locate Add another edition?
https://openlibrary.org/books/OL420702M/Leader_as_coach
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49 aaaa Borrow Listen Locate Add another edition? Book Details Table of Contents A very widely used book in the Corporate arena. Clearly defines coaching (using the who/what/why/when/where formula), concisely shows how the leader can help build trust, commitment and skills in others as well as promoting persistence and a healthy learning culture and environment. A colourful and well structured book which includes some very practical self-development tools including the GAPS model which is a useful way of gr
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cluding the GAPS model which is a useful way of grouping together your Goals, Abilities, Perceptions and Standards in a 4-box matrix which helps you see at a glance areas for development. Edition Notes Includes bibliographical references (p. 140-141). A companion volume to: Development first: strategies for self-development / David B. Peterson & Mary Dee Hicks. Published in Minneapolis, Minn Other Titles Strategies for coaching and developing others Classifications Dewey Decimal Class 658.3/124 Library of C
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cations Dewey Decimal Class 658.3/124 Library of Congress HD57.7 .P475 1996 The Physical Object Pagination 143 p. : Number of pages 143 Edition Identifiers Open Library OL420702M Internet Archive leaderascoachstr00pete ISBN 10 0938529145 LCCN 98125168 OCLC/WorldCat 36369763 LibraryThing 7474958 Goodreads 491957 Work Identifiers Work ID OL2101670W Source records Scriblio MARC record Ithaca College Library MARC record Internet Archive item record marc_claremont_school_theology MARC record Library of Congress
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ty of settings where the task is clearly defined. However, it should be noted that there has been very little research on understanding where team coaching is useful. The few empirical studies that have been conducted on team coaching have been focused on the healthcare and innovation sphere, which are two areas in which the task tends to be clearly defined. Therefore, more insights are needed on whether these competencies (and team coaching at large) are useful in other organizational settings, such as cor
https://pmc.ncbi.nlm.nih.gov/articles/PMC11200866/
How to Make an Internal Team Coach: An Integration of Research - PMC
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eful in other organizational settings, such as corporate settings. 10. Future Directions The need for more empirical research to solidify the team coaching approach has been previously remarked [ 2 ] yet needs to be reiterated. However, advancements are being made, and more recent research has attempted to be more descriptive and transparent in their approaches (e.g., [ 31 ]). To continue streamlining the literature, researchers should make their approach transparent (i.e., describing whether they are takin
https://pmc.ncbi.nlm.nih.gov/articles/PMC11200866/
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ansparent (i.e., describing whether they are taking a task-focused or psychodynamic perspective, etc.). Moreover, in reviewing the team coaching literature, few authors discussed why they undertook an internal vs. an external team coaching approach. We encourage authors to include this debate in their research, which can help organizations understand when one might be needed over the other. As brought up by the reviewers of this paper, an especially useful empirical lens would be to undertake a comparative
https://pmc.ncbi.nlm.nih.gov/articles/PMC11200866/
How to Make an Internal Team Coach: An Integration of Research - PMC
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mpirical lens would be to undertake a comparative study that delineates under what circumstances internal coaches work and under which conditions external coaches are needed. On top of streamlining the literature via the two points discussed above, there are a variety of ways in which researchers can continue to strengthen team coaching via empirical research. Given that team coaching is a task-oriented approach meant for teams with a specific task in mind and who are more compact, it would be interesting t
https://pmc.ncbi.nlm.nih.gov/articles/PMC11200866/
How to Make an Internal Team Coach: An Integration of Research - PMC
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nd who are more compact, it would be interesting to explore whether this method of leadership works for virtual teams or fluid teams. On top of this, and as remarked by this paper’s reviewers, there has been a complete dearth of research focusing on team coaching across cultures, with some exceptions (e.g., [ 74 ]). Therefore, a clear research need involves understanding how these competencies show up across cultures, such as “initiating structure” and potential differences among vertical vs.
https://pmc.ncbi.nlm.nih.gov/articles/PMC11200866/
How to Make an Internal Team Coach: An Integration of Research - PMC
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ure” and potential differences among vertical vs. horizontally organized cultures. 11. Conclusions This paper presents a unique perspective on team coaching, viewing it as an internal leadership approach. Individuals can effectively lead their teams by establishing a structure that allows autonomy and support, maintaining interpersonal sensitivity, and fostering open dialogue. Additionally, we propose that internal team coaches can enhance team performance by organizing information, facilitating information
https://pmc.ncbi.nlm.nih.gov/articles/PMC11200866/
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y organizing information, facilitating information sharing, and embracing reflective practices as part of a continuous learning process. This paper delves into the practical aspects of team coaching, aiming to identify the key competencies, behaviors, and actions that internal team leaders can adopt to enhance team dynamics. Building on previous research that has established the effectiveness of team coaching in improving performance, this paper provides a comprehensive list of strategies for motivating one
https://pmc.ncbi.nlm.nih.gov/articles/PMC11200866/
How to Make an Internal Team Coach: An Integration of Research - PMC
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Behav Sci (Basel) . 2024 May 27;14(6):452. doi: 10.3390/bs14060452 How to Make an Internal Team Coach: An Integration of Research Gabriela Fernández Castillo Gabriela Fernández Castillo 1 Department of Psychological Sciences-MS 25, Rice University, 6100 Main St., Sewall Hall, Houston, TX 77005, USA; rml5@rice.edu (R.L.); es32@rice.edu (E.S.) Find articles by Gabriela Fernández Castillo 1, * , Rylee Linhardt Rylee Linhardt 1 Department of Psychological Sciences-MS 25, Rice University, 6100 Main St., Sewall H
https://pmc.ncbi.nlm.nih.gov/articles/PMC11200866/
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es-MS 25, Rice University, 6100 Main St., Sewall Hall, Houston, TX 77005, USA; rml5@rice.edu (R.L.); es32@rice.edu (E.S.) Find articles by Rylee Linhardt 1 , Eduardo Salas Eduardo Salas 1 Department of Psychological Sciences-MS 25, Rice University, 6100 Main St., Sewall Hall, Houston, TX 77005, USA; rml5@rice.edu (R.L.); es32@rice.edu (E.S.) Find articles by Eduardo Salas 1 Editors: A Rui Gomes 1 , Catarina Morais 1 Author information Article notes Copyright and License information 1 Department of Psycholog
https://pmc.ncbi.nlm.nih.gov/articles/PMC11200866/
How to Make an Internal Team Coach: An Integration of Research - PMC
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and License information 1 Department of Psychological Sciences-MS 25, Rice University, 6100 Main St., Sewall Hall, Houston, TX 77005, USA; rml5@rice.edu (R.L.); es32@rice.edu (E.S.) * Correspondence: gf16@rice.edu Roles A Rui Gomes : Academic Editor Catarina Morais : Academic Editor Received 2024 Mar 22; Revised 2024 May 8; Accepted 2024 May 16; Collection date 2024 Jun. © 2024 by the authors. Licensee MDPI, Basel, Switzerland.
https://pmc.ncbi.nlm.nih.gov/articles/PMC11200866/
How to Make an Internal Team Coach: An Integration of Research - PMC
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y the authors. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the of the Creative Commons Attribution (CC BY) license ( https://creativecommons.org/licenses/by/4.0/ ). PMC Copyright notice PMCID: PMC11200866 PMID: 38920784 Abstract Team coaching has been found to increase group effort, improve interpersonal processes, and increase team knowledge and learning. However, the team coaching literature is renowned for its inability to define team coaching itself—makin
https://pmc.ncbi.nlm.nih.gov/articles/PMC11200866/
How to Make an Internal Team Coach: An Integration of Research - PMC
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its inability to define team coaching itself—making it difficult to solidify its place in the world of team science. So far, there is no consensus on what specific training would serve internal leaders best, and how they would connect to the team coaching literature. We know leadership and team training are effective in improving organizational outcomes, but the gap in the literature lies in identifying what specific competencies internal team coaches need, and what training could fulfill these.
https://pmc.ncbi.nlm.nih.gov/articles/PMC11200866/
How to Make an Internal Team Coach: An Integration of Research - PMC
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End of preview. Expand in Data Studio

Coaching and Developing Others 2

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  • extraction_date: When the content was extracted
  • embedding: Pre-computed 384-dimensional embedding vector

Attribution

0 of 2,789 chunks in this corpus require attribution under their source license. When building lessons from these chunks, the attribution_text field must be surfaced in the lesson output per the Legend Leadership Attribution Tracking Spec.

Usage

from datasets import load_dataset

dataset = load_dataset("PhillyMac/Coaching_and_Developing_Others_2")

# Access attribution-required chunks
for item in dataset["train"]:
    if item["attribution_required"]:
        print(item["attribution_text"])

Integration with RAG

This dataset is designed to be integrated with existing embedded corpuses. The embeddings use the sentence-transformers/all-MiniLM-L6-v2 model, compatible with FAISS indexing.

License

Content is sourced from public domain and Creative Commons licensed materials. See individual license_type fields for per-chunk licensing details.

Generated By

Deku Corpus Builder - An automated corpus building system for AI applications.

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