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Coaching for Leadership Development: A Systems Psychodynamic Approach

In: Leadership Learning

Author

Listed:
  • Judith Bell
  • Clare Huffington

Abstract

Leaders are often chosen because of their vision for the future of the organisation or their particular expertise, not necessarily because of skills in leading and managing people. They may not at first be aware of the singularity of the role or the need for responsibility for the system as a whole. However it soon impinges on all leaders that vision and technical knowledge is not enough. Without an appreciation of how to engage people in their vision from both within and outside the organisation, it will not be deliverable. This chapter considers a developmental intervention — a systems psychodynamic model of coaching for leadership — to help leaders become self aware in their leadership role and to become sensitive to the organisational dynamics that can influence and interfere with the leadership task. This chapter will outline a systems psychodynamic approach to leadership and then explore how the approach can be used in the coaching context and then consider its implications for and application to leadership development.

Suggested Citation

  • Judith Bell & Clare Huffington, 2008. "Coaching for Leadership Development: A Systems Psychodynamic Approach," Palgrave Macmillan Books, in: Kim Turnbull James & James Collins (ed.), Leadership Learning, chapter 5, pages 93-110, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-58407-5_6
    DOI: 10.1057/9780230584075_6
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