Team coaching for top leadership teams: Working with power and end responsibility.
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| Title: | Team coaching for top leadership teams: Working with power and end responsibility. |
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| Authors: | de Haan, Erik (AUTHOR) |
| Source: | International Coaching Psychology Review. Atumn2025, Vol. 20 Issue 2, p66-82. 17p. |
| Subjects: | Senior leadership teams, Power (Social sciences), Conflict management, Consulting firms, Stakeholder analysis, Executive coaching, Reflective learning, Organizational behavior |
| Abstract: | What is different when consulting to teams that represent power and ownership in an organisation? What guidance can we offer the team coaches, coaching psychologists and consultants working with such teams? It is well known that top teams invite high expectations and strong projections from members of the organisation and equally from outside stakeholders. Top teams often feel swayed by circumstance and the need to respond to a very full agenda whilst struggling with limited and biased insight into what truly goes on at all organisational levels, and similarly struggling with setting an agenda that is meaningful for the many interested parties around the team. As a result of such expectations and projections, it can become quite difficult for top teams to think calmly and then act coherently and meaningfully. Longer term, there are mutually strengthening processes between pathology and (top) leadership. These processes are highly idiosyncratic as the precise nature of the patterns vary by organisation, industry, and even individual leadership-team-member personality. This article highlights the importance of team coaching for top teams. It focuses on the role of the 'boardroom team coach' and how to work with the impact and trappings of power. It argues that a well-honed relational and reflective presence can help to address, review, and mitigate the influence of power, politics, distortions, and conflict in top teams. [ABSTRACT FROM AUTHOR] |
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| Database: | Psychology and Behavioral Sciences Collection |
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| Abstract: | What is different when consulting to teams that represent power and ownership in an organisation? What guidance can we offer the team coaches, coaching psychologists and consultants working with such teams? It is well known that top teams invite high expectations and strong projections from members of the organisation and equally from outside stakeholders. Top teams often feel swayed by circumstance and the need to respond to a very full agenda whilst struggling with limited and biased insight into what truly goes on at all organisational levels, and similarly struggling with setting an agenda that is meaningful for the many interested parties around the team. As a result of such expectations and projections, it can become quite difficult for top teams to think calmly and then act coherently and meaningfully. Longer term, there are mutually strengthening processes between pathology and (top) leadership. These processes are highly idiosyncratic as the precise nature of the patterns vary by organisation, industry, and even individual leadership-team-member personality. This article highlights the importance of team coaching for top teams. It focuses on the role of the 'boardroom team coach' and how to work with the impact and trappings of power. It argues that a well-honed relational and reflective presence can help to address, review, and mitigate the influence of power, politics, distortions, and conflict in top teams. [ABSTRACT FROM AUTHOR] |
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| ISSN: | 17502764 |
| DOI: | 10.53841/bpsicpr.2025.20.2.66 |
