Experiential learning: Experience as the source of learning and development
D Kolb Prentice-Hall 1984
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Coaching a leader: leveraging change at the top
L Giglio, T Diamante, JM Urban Journal of Management Development 1998
To succeed, organizations must adapt to environmental changes. Executives play a critical leadership role in this process of change. They must be aware of organizational nuances as well as external influences that may impair their interpersonal decision‐making ability. Organizations often provide a coach for executives who are having trou...
Cites in Google Scholar:
116
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Integral Intelligence™: Unleashing Potential in Leaders and Organizations
D Stoneham, P Weger, D Rocco International Journal of Coaching in Organizations 2006
In this article, the authors describe a novel approach to coaching and leadership development that uses a holistic model, Integral Intelligence™, to generate significant expansion of the capacity and capability of leaders and their teams. Examples from their experience working with thirty leaders from the west division of Comcast Communic...
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3
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Changing Practices,Transforming Paradigms: Accelerating the Development of Health Care Leaders
D Stoneham International Journal of Coaching in Organizations 2011
In this article, the author proposes four foundational elements in developing health care leaders. These strategies are critical to supporting the transformation of leadership way-of-being. They help create more expansive leadership paradigms that successfully address the complexities and uncertainties in the new landscape of health care....
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