In May 2019, the head of Organizational Development and Talent for Comair Limited (Comair), was contemplating the dilemma of stimulating higher buy-in for team coaching-a program in formal leadership development emphasizing collaboration and shared responsibility. The long-standing chief executive officer (CEO) had just resigned. He had focused over the last few years on enabling a leadership style of collaboration where departmental silos would be removed and management structures would evolve to reflect a new way of working along functional rather than departmental lines. The head wondered how she could promote team coaching to a new CEO, and specifically, how she could help stimulate more interest and buy-in for team coaching. What could be done to help the teams that had undergone team coaching to sustain the newly learned behaviours, especially when the pressure was high? Amy Moore is affiliated with . Verity Hawarden is affiliated with University of Pretoria. Caren Scheepers is affiliated with University of Pretoria.

【書誌情報】

ページ数：11ページ

サイズ：A4

商品番号：HBSP-W20088

発行日：2020/2/12

登録日：2020/10/19