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Leadership Coaching: From personal insight to organisational performance

This new book on leadership coaching stresses the relevance of deeply personal issues to workplace performance – and comes to the conclusion that overcritical and controlling leaders are likely to have been rejected in childhood.

Author, Graham Lee, claims that experiences in childhood unconsciously create certain types of leader. He summarises three styles of leadership: 'defiant', 'compliant' and 'authentic' - and looks at what experiences in childhood have led them to behave the way they do in business.

The three styles break down into the following:

'Defiant', autocratic managers are likely to have experienced rejection in childhood, and their interpersonal style is an unconscious defence against a fear of failure and rejection.

'Compliant', eager-to-please managers are likely to have experienced inconsistent parenting - sometimes overly anxious, sometimes remote and preoccupied. In this case, leaders' styles are an unconscious defence against expressing frustration, and the abandonment that they assume will ensue if they do.

In contrast, 'authentic' managers often had parents who were responsive and encouraging. In management they are also encouraging and empowering, and in this case their style is not unduly influenced by unconscious defences.

Graham Lee anticipates disquiet from colleagues about the idea that leadership coaching should venture anywhere near a manager's childhood experiences, but is adamant that to exclude the personal will limit the potential value of coaching. He says: "Only by stepping into the realm of the personal can coaching harness the passions and convictions that underpin leadership excellence."

Caution

However, he adds a note of caution: "Without the right skills and competencies, it is not appropriate for coaches to delve into deeply personal issues with their clients, potentially stirring up issues they are not qualified to handle. "In the book, Graham goes on to explain those key competencies required for effective coaches, including 'psychological mindedness' which will allow them to engage on personal issues.

Leadership Coaching has received praise from peers. David Gergen, director at the Centre for Public Leadership, Harvard University and former adviser to four US presidents, said: "Graham Lee demonstrates here that he is a master of the field, packing his book with insights and practical ideas. No one has done a better job of integrating our understandings from psychology into the training of today's leaders."

Here's what other readers have thought of this title:

"If you are going to read just one book on coaching this year, this is the one." - David Megginson, Professor of HRD, Sheffield Hallam University and co-chair European Mentoring and Coaching Council.

"A wise and thought-provoking account of professional coaching." - Stuart Horwood, Managing Director, BT Wholesale Markets.

"This book offers unique insight into how to coach the individual whilst recognising the needs of the organisation." - Anne Watts, CBE Head of Workplace and Diversity, Business in the Community.

Leadership Coaching: From personal insight to organisational performance is published by people management experts, the Chartered Institute for Personnel and Development (CIPD).

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