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Coaching for brave leadership: an action research study

M McLaughlin International Journal of Evidence Based Coaching and Mentoring 2013

There appears to be a gap between the behaviours of leaders and the expectations of followers and other stakeholders. This gap may be due to an absence of brave leadership. An action research study was designed for use with six leaders who undertook to help evolve and also be coached using a brave leadership coaching model. The data was analysed using a retroductive and thematic approach. The use of the brave leadership model appears to indicate that it can assist in decision making and that bravery may be enhanced, at least from a subjective perspective. It would also appear that the idea of brave leadership may complement other leadership theories.

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