The world’s challenges are becoming more and more complex and adapting to those challenges will increasingly come from teams of people innovating together.

The Practitioner’s Handbook of Team Coaching provides a dedicated and systematic guide to some of the most fundamental issues concerning the practice of team coaching. It seeks to enhance practice through illustrating and exploring an array of contextual issues and complexities entrenched in it. The aim of the volume is to provide a comprehensive overview of the field and, furthermore, to enhance the understanding and practice of team coaching. To do so, the editorial team presents, synthesizes and integrates relevant theories, research and practices that comprise and undergird team coaching. This book is, therefore, an invaluable specialist tool for team coaches of all levels; from novice to seasoned practitioners. With team coaching assuming an even more prominent place in institutional and organizational contexts nowadays, the book is bound to become an indispensable resource for any coaching training course, as well as a continuing professional development tool.

This book is essential reading for anyone with an interest in coaching, in both practice and educational settings. It will be of use not only for professional coaches, but also for leaders, managers, HR professionals, learners and educators, in the business, public, independent and voluntary sectors.

chapter |8 pages


Defining and differentiating team coaching from other forms of team intervention
ByDavid Clutterbuck, Judie Gannon, Sandra Hayes, Ioanna Iordanou, Krister Lowe, Doug MacKie

part I|1 pages

Theories, models and research

chapter 1|13 pages

Constructive-developmental theory

11A lens for team coaching
BySandra Hayes, Nancy Popp

chapter 2|12 pages

Coaching many

Team and group coaching
ByJennifer Britton

chapter 3|17 pages

Systemic Team Coaching

ByPeter Hawkins

chapter 4|10 pages

Models of shared leadership and team coaching

ByDoug MacKie

chapter 5|12 pages

Coaching teams through intentional change theory

ByRichard E. Boyatzis

chapter 6|14 pages

Standing on the shoulders of the science of team effectiveness

Building rigour into your team coaching design
ByColm Murphy, Melissa Sayer

chapter 7|32 pages

What does ‘good’ look like?

An overview of the research on the effectiveness of team coaching
ByJacqueline Peters, Catherine Carr

chapter 8|17 pages

Designing, launching, and coaching teams

The 60–30–10 Rule and its implications for team coaching
ByRuth Wageman, Krister Lowe

chapter 9|12 pages

Defining team coaching

A practitioner perspective
ByPaul Lawrence

chapter 10|11 pages

Towards a pragmatic model of team function and dysfunction

ByDavid Clutterbuck

part II|1 pages


chapter 11|17 pages

Coaching for consciousness

163Team coaching to support system, relational, and internal awareness
ByTish Robinson, Dori Yanagi

chapter 12|12 pages

High performance team coaching

An evidence-based system to enable team effectiveness
ByJacqueline Peters

chapter 13|18 pages

Emotion and team performance

Team coaching mindsets and practices for team interventions
ByGeetu Bharwaney, Steven B. Wolff, Vanessa Urch Druskat

chapter 14|10 pages

Beyond the theory of everything

Group analysis, conversation and five questions to choose theory in action with teams
ByChristine Thornton

chapter 15|11 pages

Breaking the pattern in teams

When the solution is the problem
ByAndrew Armatas

chapter 16|15 pages

Achieving the dream team

Five best practices for coaching global virtual teams
ByCharles P.R. Scott, Beth Gitlin, Allyson Pagan, Yumiko Mochinushi, Trevor Fry, Jessica L. Wildman, Richard Griffith

chapter 17|12 pages

Spinning the Systems Wheel

Turning the magic of ‘systems thinking’ into a practical tool for team coaching
ByRichard Boston

chapter 18|12 pages

Team coaching

A strength-based approach
ByDoug MacKie

chapter 19|16 pages

Looking outside-in

The case for a context-driven approach to team coaching
ByKrish Iyer

chapter 20|11 pages

A dialogic approach to coaching teams

ByPaul Lawrence, Sarah Hill, Andreas Priestland, Cecilia Forrestal, Floris Rommerts, Isla Hyslop, Monica Manning

part III|1 pages

Training and education

chapter 21|22 pages

Virtual team coaching

299Skills learned from research
ByPam Van Dyke

chapter 22|10 pages

The making of a team coach

ByChristine Thornton

chapter 23|12 pages

Supervising team coaches

Working with complexity at a distance
ByAlison Hodge, David Clutterbuck

chapter 24|10 pages

Action, reflection and learning in team coaching

ByChandana Sanyal, David E. Gray

chapter 26|14 pages

Becoming a team coach

ByMary Hartog

part IV|1 pages

Emerging perspectives

chapter 27|12 pages

How can team leaders support team coaching and team development?

BySue Fontannaz

chapter 28|12 pages

Coaching virtual and remote teams

ByJennifer Britton

chapter 29|15 pages

Team coaching at scale

Creating conditions for the emergence of adaptive leadership cultures
ByKaren C. Yeyinmen, Mary Stacey

chapter 30|12 pages

Team coaching through CDAI and the GLP

ByCara Miller, Bill Torbert, Nancy Wallis, Karen C. Yeyinmen

chapter 31|11 pages

Using drama therapy to facilitate team coaching

ByChristiana Iordanou

chapter 32|2 pages

Team coaching

Passing trend or organizational staple?
ByTammy Turner

chapter 33|22 pages

Teams in self-governing developmental organisations

The need for peer-to-peer coaching
ByGraham Boyd

part V|1 pages


chapter 34|6 pages

How does coaching help to support team working?

ByVera Woodhead

chapter 35|6 pages

Leadership team coaching for an elite-level sports organisation

A systemic perspective
ByVanessa Fudge

chapter 36|9 pages

From good to great at Southampton Football Club

ByRichard Boston

chapter 37|7 pages

The interplay of clarity, tension, trust and the coach’s competence

Team coaching on a leadership development programme
ByTrina Pitcher, Andrew Beveridge, Ric Leahy

chapter 38|9 pages

Shifting policing paradigms

The roles of collaboration and team coaching in evidence-based policing implementation
ByDouglas Edward Abrahamson

chapter 39|9 pages

The use of psychometric profiling in team coaching

BySarah Rasmussen

chapter 40|8 pages

GROUP coaching of global virtual teams

A case study
ByCharles P.R. Scott, Allyson Pagan, Yumiko Mochinushi, Trevor Fry, Beth Gitlin, Jessica L. Wildman, Richard Griffith