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Become the leader you are

Self‐ Leadership Through Executive Coaching

Become the leader you are
4.9 (38 reviews) Read reviews
ISBN: 978-87-403-1548-6
2 edition
Pages : 78
  • Price: 75.50 kr
  • Price: €8.99
  • Price: £8.99
  • Price: ₹150
  • Price: $8.99
  • Price: 75.50 kr
  • Price: 75.50 kr

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About the book

  1. Reviews
  2. Description
  3. Content

Reviews

Gerard ★★★★★

I know Lindsay as a brilliantly talented coach and I was therefore eager to get hold of her book. It’s an excellent read offering great advice, examples, and with practical pointers at the end of each chapter. It’s impressive that she has covered so much sensible advice for leaders in this short, jargon-free book. It’s a must-read for anyone working in business (and non-business)! -Gerard Harkin, Director of 3inno Ltd.

Mark McMordie, Director of Coaching, Coachmatch, L ★★★★★

Lindsay touches on important topics for leaders and coaches alike. In today’s global marketplace Lindsay highlights the need for those who can lead effectively across diverse cultures and generations, building trust and engagement through their own authenticity and emotional intelligence. Lindsay points to what lies at the heart of all of this – self-awareness, and a number of routes to develop it, including mindfulness.

Elaine Daley ★★★★★

Very informative and insightful. This is the forward book for a person seeking guidance, and lack leadership skills, but has the potential and skills to be a great leader

Dr Carole Pemberton ★★★★★

Lindsay Wittenberg has written a book that is as valuable for coaches as it is for leaders. As an executive coach she works with leaders to help them deal with the challenges of leadership, by supporting them in becoming the leaders they are, rather than the leader they think they need or have to be. She does this by using her own values of humanity, integrity, authenticity, openness and courage in the service of leaders finding those qualities in themselves. In this short but impactful book she shows her passion for leadership and for coaching as a means by which leaders can learn to be more at ease in their leadership of themselves and others. She also believes in the ability of individuals to self coach if they are open to reflection, and offers practical means in each chapter as to how a leader can reflect on themselves in action. In a series of succinct chapters she addresses topics including authenticity, self awareness, trust and leadership, leadership as relationship, leading within systems, managing emotions, resilience, leading across cultures and across generations and career management. She synthesises the learning from her own practice to offer valuable insights for leaders, and in doing so highlights the value a leader can gain from working with an expert coach. Dr Carole Pemberton Visiting Professor University of Ulster Business School FCIPD, FCDI, FRSA, PCC Accredited coach with ICF

Description

‘Become the Leader You Are: Self-Leadership through Executive Coaching’ is a mini-manual to build high-quality leadership, self-leadership and self-coaching. Each chapter provides perspective, insight and practical suggestions on key topics for leaders to make part of their daily lives.

It emphasises authenticity and self-awareness, relationships and systemic thinking, and the value of diversity and self-management. It considers emotional intelligence, resilience, neuroscience and mindfulness as areas of knowledge and practice which offer additional particular benefit to the leader.

Content

  1. Introduction
    1. High-quality leadership is the exception
    2. Executive coaching for self-awareness
    3. Executive coaching equips leaders to lead and self-lead
    4. Authentic leadership and self-coaching
    5. What’s in this e-book
  2. Become the leader you are
    1. My coaching ethos: become who you are
    2. Leaders who could deliver more
    3. The link between authenticity and leadership
    4. The quality of authentic leadership
    5. Practical pointers
  3. Leadership coaching
    1. Resources and resourcefulness
    2. The motivation for coaching
    3. How to gain the most from leadership coaching
    4. Challenges that leaders bring to coaching
    5. Coaching outcomes
    6. Risky thinking
    7. Self-coaching
    8. Practical pointers
  4. Self-awareness and self-understanding
    1. Self-awareness: the heart of executive coaching
    2. Self-awareness is critical to effectiveness
    3. Coaching is developmental, not remedial
    4. The leader needs to care about their followers
    5. Connecting with others depends on connecting with self
    6. The difficult messages can be the eye openers
    7. Practical pointers
  5. We’re all part of the systems
    1. We all function within several systems
    2. Bringing alive what’s not said or seen
    3. Individual and systemic awareness
    4. Acknowledgment: the key to the door
    5. Who or what has been excluded?
    6. Beyond apparent logic
    7. Practical pointers
  6. Relationships and connection
    1. Leaders function in relationship to others
    2. Leaders’ effectiveness is linked to listening and connecting
    3. Mandela’s collaborative leadership
    4. A collaborative style of leadership strengthens the team
    5. Practical pointers
  7. Managing your emotions so as to lead others
    1. How emotional intelligence shows up
    2. Choosing your response
    3. Stepping back emotionally
    4. Empathy and the exceptional leader
    5. Emotional intelligence can be learnt
    6. Leadership outcomes from emotional intelligence
    7. Practical pointers
  8. Resilience, the bottom line and Ordinary Magic
    1. Resilience: a direct connection with revenue growth
    2. Building resilience is a constant
    3. Four factors for resilience
    4. Don’t just keep going: keep learning
    5. Ordinary Magic
    6. Practical pointers
  9. Leadership development
    1. What kind of leadership are we developing?
    2. Leadership qualities
    3. Six mental stances for top quality leadership
    4. Practical pointers
  10. Authentic leadership
    1. The struggle to inhabit our own authenticity
    2. The ideal organisation: diversity is encouraged
    3. Sir Richard Branson: an example of authentic leadership
    4. The rewards of authenticity
    5. The path to authentic leadership: self-awareness and ‘being’
    6. Practical pointers
  11. Trust: a critical element of leadership
    1. Lack of trust on the front line
    2. Leaders who succeed through building trust
    3. Trust: an increasingly frequent coaching issue
    4. Trust is reciprocal
    5. Leaders get more from their teams
    6. Practical pointers
  12. The global village
    1. What is ‘culture’?
    2. Complex, diverse workforces
    3. The systemic impact of culture
    4. Globalised responses
    5. Leadership qualities for a global culture
    6. Practical pointers
  13. Leading across cultures
    1. Leaders need to be cross-culturally effective
    2. The executive’s reactions to their own impact
    3. Where cultural differences show up
    4. Self-understanding and self-awareness are key
    5. Cross-cultural clear-sightedness
    6. Taking multiple perspectives
    7. Practical pointers
  14. Diversity
    1. Different types of diversity
    2. Self-awareness and acceptance
    3. Listening and valuing
    4. Respecting cultural values
    5. Releasing team potential
    6. Practical pointers
  15. The multi-generational workforce
    1. Diversity of age and intellect
    2. Diversity of pace
    3. Slowing down
    4. Speed-leadership
    5. Slowing down can mean getting to the heart of challenges
    6. Leaders play a crucial role in raising awareness of ‘slow’
    7. Can the coach enter the client’s world?
    8. Practical pointers
  16. Career strategy
    1. Purpose and meaning at work
    2. Purpose: fundamental to career refocus
    3. Professional identity
    4. Values, beliefs, drivers, strengths – and obstacles
    5. Career – and retirement – direction
    6. Practical pointers
  17. Career refocus: stepping off the treadmill
    1. Getting off the treadmill
    2. Resolving the dilemmas and tensions
    3. Feeling ‘a whole person’
    4. Handling difficulties – and refocusing the career
    5. Making decisions in awareness
    6. A new job – or something different in the current job
    7. Swapping organisational life for ‘the good life’
    8. Practical pointers
  18. Factors in managing the executive career
    1. Choosing the path rather than the path choosing you
    2. A holistic approach brings the fullest value
    3. The Wittenberg Career Coaching Model©
    4. Career practicalities
    5. The executive experience
    6. Practical pointers
  19. Your personal brand: a marketable identity
    1. What is your personal brand?
    2. Your passions
    3. Your values
    4. Your experience and achievements
    5. Your strengths and skills
    6. Your reputation
    7. Your personal vision and your goals
    8. Practical pointers
  20. Creativity and innovation
    1. The various manifestations of David Bowie
    2. Treading a new path: creativity and innovation
    3. Collaboration
    4. Leadership, learning and the courage to pioneer
    5. The freak becomes the unifier
    6. Practical pointers
  21. The neuroscience of learning and performance
    1. A direct link between learning and performance
    2. Why reflection works as a learning process
    3. Slowing down to reflect
    4. Why goal-based learning works
    5. Mastery is anathema
    6. Practical pointers
  22. Mindfulness: coaching the leader
    1. What is mindfulness?
    2. Curiosity
    3. Non-judging: wisdom and compassion
    4. What next for the leaders I coach?
    5. Practical pointers
  23. Conclusion
    1. Two fundamental principles: learning and self-awareness
    2. Self-leadership
    3. Self-coaching
    4. Become the leader you are
  24. Bibliography
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