Leading From the Inside Out: A Coaching Model

Front Cover
SAGE, Apr 15, 2002 - Business & Economics - 234 pages
0 Reviews
This book defines one of the latest methods used by human resource managers and team leaders. It looks at what coaching is and describes and illustrates the key steps in the coaching process including establishing the coaching relationship, collecting and analyzing data, and evaluating performance. Focusing on the key aspects of coaching from the perspective of both the coach and the leader, it contains worksheets and other `hands-on′ materials that the reader can use with others or for his or her own personal development.

This model focuses on four key aspects of coaching:

- Coaching the Leader Within - coaching a leader on the alignment of who and what he/she is and wants to be

- Coaching the Leader with Others - the leader in relationship with others

- Coaching the Leader with the Organization - coaching the leader to lead change and transform the organization

- Coaching the Leader with the Community - coaching the leader to leave an intentional legacy


What people are saying - Write a review

We haven't found any reviews in the usual places.


Processing Feedback and Planning Actions
Taking Action
Evaluating Your Progress
The Leader and the Team
Collecting and Analyzing Data
Processing Feedback and Planning Actions
Taking Action
Step 1
Step 3
n 4
The Coaching System
part 5

Common terms and phrases

References to this book

All Book Search results »

About the author (2002)

Dr. Virginia Bianco-Mathis began her career with management positions at C&P Telephone as a training and development manager, then Lockheed-Martin working in corporate training and development. Later, she joined The Artery Organization as vice president of human and organization development. After receiving her doctorate, Dr. Bianco joined Marymount University and began teaching, consulting, presenting, and writing in her areas of expertise: organizational change, strategic planning, executive coaching, organizational communications, team building, and leadership development. Her most recent publications include Leading from the Inside Out: A Coaching Model (Sage, 2002), Organizational Coaching: Building Relationships and Programs that Drive Results (ASTD Press, 2009), and Executive Stories to Change Your Mindset (The Public Manager, Fall 2011). Dr. Bianco has forged partnerships with the American Society of Training and Development and the Society of Human Resource Management in order to align their researched competencies with Marymount’s Human Resource Management degree programs. Dr. Bianco consults with major organizations throughout the country, writes a weekly online column for the The Washington Post entitled “On Success,” and is an editor for the OD Journal.

Lisa Nabors is a Partner with Strategic Performance Group. She has served as an adjunct professor for Marymount University and the George Washington University where she has taught graduate level courses in strategic planning and organizational communication. Ms. Nabors has over 18 years of experience in the field of human resource and organization development. She regularly works with business leaders in the private and public sectors who are interested in developing as coaching leaders. In addition to working individually with leaders, Ms. Nabors frequently works with teams, clarifying long and short-term goals and creating the systems necessary to support the teams in achieving and surpassing them. Major clients include the U.S. Department of Education, AmericaOnline, and AARP. Ms. Nabors received her master's degree in education from the University of Maryland where she has also completed doctoral level coursework in social bases of behavior and human development.

Cynthia Roman is a Partner with Strategic Performance Group and founder of the Graduate Certificate Program in Leadership Coaching at the George Washington University. She also teaches leadership courses at the University of Maryland. Dr. Roman has over 18 years of experience in coaching executives, training managers, facilitating teams, and helping leaders plan organizational change. She specializes in using the theory and skills of action science to facilitate new approaches to learning and change. Dr. Roman co-authored Organizational Change: Best Practices and has given numerous national and regional presentations on coaching, consulting, mentoring, training and facilitating. Major clients include The American Red Cross, the U.S. Department of Education and Host Marriott. Dr. Roman received a master's degree from The University of Georgia and a doctorate from Virginia Tech.

Bibliographic information