This article continues the conversation about Vertical Development with an exploration of what it takes to stay at it when the grade turns steep, the going gets tough, and the terrain bec...

As coaches, how we bring ourselves to the work is our most important instrument....

Vague definitional descriptors of the Coaching Alliance Common Factor measurement threaten construct validity in coaching research. Further, differing coach and client perceptions of the helping relationship, and coaching and therapeutic client dissimilarities compound the risk....

Mark Thompson and Bonita Thompson present on "Igniting Initiative for Leaders, Part 2" at the Annual 2016 Coaching in Leadership and Healthcare Conference.

Watch Igniting Initiative for Leaders, Part 1.

Mark Thompson and Bonita Thompson present on "Igniting Initiative for Leaders, Part 1" at the Annual 2016 Coaching in Leadership and Healthcare Conference.

Watch Igniting Initiative for Leaders, Part 2.

The ability to co-sense and co-shape future opportunities is at the heart of leadership today. The more the current period of disruptive changes deepens, the more critical the collective capacity to innovate will become....

This session explores new research, theory, and innovative ways that coaches can be more effective in helping leaders who are facing complex, unpredictable, and ever-changing business environments. David examines the capabilities leaders require and new ways coaches can help them learn key lessons faster. 

This study proposes that dynamically changing organizations can achieve stable productive capacity (or environmentally stable states) by adaptively processing internal and external volatility. It tests this proposal with agent network measures rather than with more traditional variables....

Leadership research, traditionally focused on the behavior of an appointed/elected leader, is rapidly shifting towards a distributed, group process form of leadership known as “shared leadership”....

Did you know that 40 percent of global leaders assigned to new positions or overseas posts fail after 18 months? Derailment costs companies at least 10 times these global leaders’ expensive annual salaries. Such failure demoralizes employees and jeopardizes relationships with business partners, customers and other stakeholders....