Jonathan Passmore is an occupational psychologist and a coaching supervisor. He has wide business consulting experience, having worked for PricewaterhouseCoopers and IBM Business Consulting, and as a chief executive and company chairman in the sports leisure sector. He is based at the School of Psychology, University of East London, and is Director for the Coaching and Coaching Psychology programs. He is co-author of Appreciative Inquiry for Change Management and Top Business Psychology Models, and he is editor of Excellence in Coaching, Diversity in Coaching and Psychometrics in Coaching (Kogan Page).

Contributors
Juliette Alban-Metcalfe is an organizational psychologist and managing director at Real World Group.
Dr. Reuven Bar-On is Adjunct Professor of Psychology at the University of Texas.
Dr. Juanita Brown is the co-founder of the World Café.
Dr. Stefan Cantore is a Senior Teaching Fellow in Organizational Behaviour and HRM
at the University of Southampton Business School.
Peter Clough is Professor of Applied Psychology at Manchester Metropolitan University.
Stuart Duff is a partner and head of development at Pearn Kandola.
Martin Egan is an organizational development and coaching consultant.
Gerard Fitzsimmons is head of Coaching Services at Hay Group in the UK.
Adrian Furnham is Professor of Psychology at the University of London.
Dr. Marshall Goldsmith is a New York Times best-selling author and editor.
Samantha Guise is a writer and product developer.
Jean Hartley is Professor of Public Leadership in the Department of Public Leadership and Social Enterprise at the Open University Business School.
Nollaig Heffernan is a psychologist and consultant specializing in leadership and team building.
Ho Law is a chartered occupational psychologist.
Graham Lee is managing director of The Thinking Partnership.
Glenn Mead is a full-time coaching consultant with Real World Group.
Dr. Doug MacKie is a business psychologist and executive coach.
Dr. Nicola Naughton is a Lecturer at the University of Aberdeen Business School.
Judith Okonkwo is a business psychologist.
Barry Oshry is co-director of Power + Systems, Inc.
Jonathan Perks MBE is Honorary Visiting Professor in Leadership at Cass Business School.
Kate Pinder is a Senior Associate with Warwick University.
Ian Roberts is a principal with The Thinking Partnership.
Ceri Roderick is a partner and leads the assessment business at Pearn Kandola.
Dave Snowden is the founder and chief scientific officer of Cognitive Edge.
Doug Strycharczyk is MD for AQR Ltd.
John Tomlinson works with executives and senior teams, providing support through coaching and change management.
Lee Travers is CEO of Clareo Potential.
Katherine Tulpa is the Executive Director of Wisdom8.
Declan Woods is a board and executive level leadership coach, business psychologist, and management developer.
Georgina Woudstra works with CEOs, board, and executive directors in a wide variety of organizations.

About the contributors
Foreword by W Timothy Gallwey
Acknowledgements

Introduction
Professor Jonathan Passmore

01 Leadership coaching
Professor Jonathan Passmore
Introduction
The opportunities of concepts and frameworks
Evidence-based coaching: the importance of research
Working with senior leaders: servant leadership
Conclusions
References

02 Coaching for authentic leadership
Graham Lee and Ian Roberts
Introduction
The authentic leadership model
The reflective stance in authentic leadership
Defiant and compliant leadership
Theoretical and research underpinnings
Using the authentic leadership model with coachees
Working with particular tools and approaches
Coaches' self-awareness
Case study
Conclusions
References and further reading

03 The integrated leadership model
Doug Strycharczyk, Professor Peter Clough and Dr Nollaig Heffernan
Introduction
The integrated leadership model
The research
Using the integrated leadership model with coaches
Working with the specific scales
Case study
Conclusions
References
Further reading

04 Coaching for emotionally intelligent and inspiring leadership
Jonathan Bowman-Perks, Lee Bowman-Perks and Dr Reuven Bar-On
Introduction
The emotionally intelligent leadership model
The Bar-On model of EI
The research
The six most important EI factors that predict inspiring and successful leadership
Using the emotionally intelligent leadership model with coachees
Case study
Conclusions
References

05 The Leadership Radar™
Stuart Duff and Ceri Roderick
Introduction
The leadership model
The research
Using the model with coachees
Case study
Conclusions
References

06 An Asian perspective on leadership coaching: Sun Tzu and The Art of War
Dr Ho Law
Introduction
The Art of War model of leadership
Using the model with coachees
Power of leadership (Essay 5)
Operational leadership
Peak performance: form and condition (Essay 4)
Nine modes of operation
Operational management (manoeuvring the army) (Essay 9)
Communication (Essay 7)
Change leadership: weaknesses and strengths (Essay 6)
Case study
Conclusions
References and further reading

07 Coaching for Icarus leadership: Helping leaders who can potentially derail
Professor Adrian Furnham
Introduction
Leadership model: the Icarus syndrome
The research
Using the model with coachees
Who learns what from coaching?
Conclusions
References and further reading

08 Coaching for integral leadership
Martin Egan
Introduction
The leadership model
The research
Using the integral framework with coachees
Quadrant inquiry
Case study
Conclusions
Acknowledgements
References and further reading

09 Coaching political leaders
Professor Jean Hartley and Kate Pinder
Introduction
The leadership model
The research underpinning the leadership model
Using the model with coachees
Leadership development for politicians
Case study
Conclusions
References

10 Leadership coaching with feedforward
Dr Marshall Goldsmith
Introduction
The coaching feedforward model
What holds us back?
How the success delusion makes us superstitious
Making the changes we need to make
Using feedforward with coachees
Eleven reasons to try feedforward
Conclusions
Reference

11 Coaching from a systems perspective
Barry Oshry
Introduction
The leadership model
The research: lessons from the Power Lab and the Organization Workshop
Using the systems model with coachees: converting system blindness to system sight
Systemic coaching
Case study
Conclusions
References

12 Coaching for transactional and transformational leadership
Juliette Alban-Metcalfe and Glenn Mead
Introduction
The concept of transactional and transformational leadership
Bass's 'full range of leadership' model
Research into Bass's model of transformational leadership using the MLQ
Transactional and transformational leadership in the 21st century
Using the transactional and transformational leadership model with coachees
Introducing formal leadership models in coaching
Background research on the organization's culture
Contextualizing the models
Understanding the coachee's context
Understanding leadership style impact
Coaching for leadership development with 360-degree feedback
Coaching for leadership development without 360-degree feedback
Case study
Conclusions
References and further reading

13 Coaching for leadership style
Gerard Fitzsimmons and Samantha Guise
Introduction
The Hay Group leadership model
The research
Using the leadership styles model with coachees
Case study
Conclusions
References and further reading

14 Strategy coaching
Declan Woods
Introduction
The strategy models
Using the strategic model with senior coachees
Case study
Conclusions
References and further reading

15 Coaching global top teams
Katharine Tulpa and Georgina Woudstra
Introduction
What is different about teams at the top?
Researching elite performance in top teams
Elite performance requires positive conflict
Working with top-team coaches
Top-team interventions
Case study
Using tools and techniques with the top team
Conclusions
Acknowledgement
References and further reading

16 Coaching using leadership myths and stories: an African perspective
Judith Okonkwo
Introduction
Ubuntu: a leadership model
The research
Using Ubuntu-inspired leadership techniques with coachees
Case study
Conclusions
References and further reading

17 Coaching for conversational leadership
Dr Stefan Cantore and Dr Juanita Brown
Introduction
Conversation
Conversational leadership
Theoretical underpinnings
Applying the framework to coaching practice
Developing as a conversational coach
Conversational coaching behaviours
Coaching that enables conversational leadership
Case study
Conclusions
References

18 Coaching for team leadership: using the Belbin 'team roles' model
John Tomlinson and Dr Nicola Naughton
Introduction
The Belbin team roles model
The evidence associated with the model
Using the team roles model with coachees
Case study
Conclusions
Acknowledgement
References

19 Coaching for strength-based leadership
Dr Doug MacKie
Introduction
The strength-based leadership model
Strengths definitions
Strengths development
Strengths and performance
The strength-based leadership coaching model
Evidence for the strength-based approach
Using the strength-based leadership coaching model with coachees
Case study
Conclusions
References

20 Coaching with complexity-informed leadership
Dave Snowden
Introduction
The Cynefin framework
Research basis
Using Cynefin with coaches
Case study
Conclusions
References

Association for Coaching
Index