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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.
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]
Copyright of International Coaching Psychology Review is the property of British Psychological Society and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
Database: Psychology and Behavioral Sciences Collection
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  Data: Team coaching for top leadership teams: Working with power and end responsibility.
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  Data: <searchLink fieldCode="JN" term="%22International+Coaching+Psychology+Review%22">International Coaching Psychology Review</searchLink>. Atumn2025, Vol. 20 Issue 2, p66-82. 17p.
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  Data: <searchLink fieldCode="DE" term="%22Senior+leadership+teams%22">Senior leadership teams</searchLink><br /><searchLink fieldCode="DE" term="%22Power+%28Social+sciences%29%22">Power (Social sciences)</searchLink><br /><searchLink fieldCode="DE" term="%22Conflict+management%22">Conflict management</searchLink><br /><searchLink fieldCode="DE" term="%22Consulting+firms%22">Consulting firms</searchLink><br /><searchLink fieldCode="DE" term="%22Stakeholder+analysis%22">Stakeholder analysis</searchLink><br /><searchLink fieldCode="DE" term="%22Executive+coaching%22">Executive coaching</searchLink><br /><searchLink fieldCode="DE" term="%22Reflective+learning%22">Reflective learning</searchLink><br /><searchLink fieldCode="DE" term="%22Organizational+behavior%22">Organizational behavior</searchLink>
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  Data: 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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  Data: <i>Copyright of International Coaching Psychology Review is the property of British Psychological Society and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.)
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RecordInfo BibRecord:
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      – Type: doi
        Value: 10.53841/bpsicpr.2025.20.2.66
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      – Code: eng
        Text: English
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        PageCount: 17
        StartPage: 66
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      – SubjectFull: Senior leadership teams
        Type: general
      – SubjectFull: Power (Social sciences)
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      – SubjectFull: Conflict management
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      – SubjectFull: Consulting firms
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      – SubjectFull: Stakeholder analysis
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      – SubjectFull: Executive coaching
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      – SubjectFull: Reflective learning
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      – SubjectFull: Organizational behavior
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              M: 09
              Text: Atumn2025
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              Y: 2025
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