Team coaching in organisations is becoming increasingly commonplace, but there remains a lack of clarity as to what team coaching is and what makes it effective. Thirty-six team coaches with experience of working in Australia and New Zealand were interviewed in an attempt to explore what practitioners actually do. Evidence was found of multiple approaches. All the coaches focussed on process, however different coaches attended to different aspects of process. For example, some focussed on task while others placed more emphasis on relationships. Nine dimensions of practice were identified, five relating to process and four to preferred methodology.
AlrøH. & DahlP.N. (2015). Dialogic Group Coaching - Inspiration from Transformative Mediation. Journal of Workplace Learning, 27(7), 1–11.
2.
BohmD. (1996). On Dialogue. London, NY: Routledge.
3.
BrownS. W. & GrantA. M. (2010). From GROW to GROUP: Theoretical issues and a practical model for group coaching in organisations. Coaching: An International Journal of Theory, Research and Practice, 3(1), 30–45.
4.
CarterA. & HawkinsP. (2013). Team Coaching. In PassmoreJ., PetersonD.B., & FreireT. (Eds.), The Wiley Blackwell Handbook of the Psychology of Coaching and Mentoring (pp. 175–194). Oxford: Wiley-Blackwell.
5.
ClutterbuckD. (2007). Coaching the team at work. London: Good News Press.
6.
ClutterbuckD. (2008). Coaching the Team. In DrakeD.B., BrennanD, & GortzK. (Eds.), The Philosophy and Practice of Coaching: Insights and Issues for a New Era (pp.219–238). London: Wiley.
7.
ClutterbuckD. (2013a). Team Coaching. In CoxE., BachkirovaT., & ClutterbuckD. (Eds.), The Complete Handbook of Coaching (pp.271–283). London: Sage.
8.
ClutterbuckD. (2013b). Time to focus coaching on the team. Industrial and Commercial Training, 45(1), 18–22.
9.
CorbinJ. & StraussA. (1990). Grounded Theory Research: Procedures, Canons and Evaluative Criteria. Zeitschrift fur Soziologie, 19(6), 418–427.
10.
DassenM. (2015). Drama Techniques in Team Coaching. International Journal of Evidence Based Coaching and Mentoring, 13(1), 43–57.
11.
DrakeD. B. (2009). Evidence in action: A relational view of knowledge and mastery in coaching. International Journal of Evidence Based Coaching and Mentoring, 7(1), 1–12.
12.
DrakeD. B. (2015). Narrative Coaching. Bringing Our New Stories to Life. California: CNC Press.
13.
FarmerS. (2015). Making sense of team coaching. The Coaching Psychologist, 11(2), 72–80.
14.
GersickC.J.G. (1988). Time and transition in work teams: Toward a new model of group development. Academy of Management Journal, 31(1), 9–41.
15.
GersickC.J.G. (1989). Marking time: Predictable transitions in task groups. Academy of Management Journal, 32(2), 274–309.
16.
GrantA.M. & StoberD.R. (2006). Introduction. In GrantA.M., StoberD.R., Evidence Based Coaching Handbook (pp. 1–14). NJ: Wiley.
17.
GrantA.M. (2003). Keeping up with the cheese again! Research as a foundation for professional coaching of the future. Keynote Presentation: International Coach Federation Conference Symposium on Research and Coaching, Denver, Colorado USA.
18.
HackmanJ. R., & WagemanR. (2005). A theory of team coaching. Academy of Management Review, 30(2), 269–287.
IsaacsW. (1999). Dialogue and the Art of Thinking Together. New York: Double Day.
24.
KantorD. (2012). Reading the Room. San Francisco: Jossey-Bass.
25.
KeganR. (1982). The Evolving Self. Cambridge, Massachusetts: Harvard University Press.
26.
Kets de VriesM.F.R. (2005). Leadership group coaching in action: The Zen of creating high performance teams. Academy of Management Executive, 19(1), 61–76.
27.
Kets de VriesM.F.R. (2015). Vision without action is a hallucination: Group coaching and strategy implementation. Organizational Dynamics, 44, 1–8.
28.
LawrenceP. & WhyteA. (2014). What is coaching supervision and is it important?Coaching: An International Journal of Theory, Research and Practice, 7(1), 39–55.
29.
LencioniP. (2002). The Five Dysfunctions of a Team. San Francisco: Jossey-Bass.
30.
LiuC.-Y., Pirola-MerloA., YangC.-A. & HuangC. (2009). Disseminating the functions of team coaching regarding research and development team effectiveness: Evidence from high-tech industries in Taiwan. Social Behaviour and Personality, 37(1), 41–57.
31.
MartinE. R. (2006). Team effectiveness in academic medical libraries: A multiple case study. Journal of the Medical Library Association, 94, 271–278.
32.
PetersJ. & CarrC. (2013). Team effectiveness and team coaching literature review. Coaching: An International Journal of Theory, Research and Practice, 6(2), 116–136.
33.
SalganikM.J. & HeckathornD.D. (2004). Sampling and Estimation in Hidden Populations Using Respondent-Driven Sampling. Sociological Methodology, 34, 193–239.
34.
ScheinE.H. (1999). Process consultation revisited. Massachusetts: Addison-Wesley.
35.
SengeP.M. (1999, September). Why organizations still aren't learning. Training, 41–49.
Slobodnik & Wile. (1999), Taking the Teeth out of Team Traps. The Systems Thinker, 19(9), 1–5.
39.
StewartJ. (2006). High-Performing (and Threshold) Competencies for Group Facilitators. Journal of Change Management, 6(4), 417–439.
40.
StoffelsD. (2015, June). Improving team coaching. Training Journal, 50–52.
41.
ThorntonC. (2010). Group and team coaching: The essential guide. New York: Routledge.
42.
TuckmanB. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384–399.
43.
TuckmanB.W. & JensenM.A. (1977). Stages of small-group development revisited. Group Organisational Studies, 2, 419–427.
44.
WagemanR., NunesD., BurrussJ. & HackmanJ. R. (2008). Senior leadership teams: What it takes to make them great. Boston: Harvard Business School.
45.
WheelanS.A. (2003). An initial exploration of the internal dynamics of leadership teams. Consulting Psychology Journal: Practice & Research, 55(3), 179–188.
