ABSTRACT
This chapter explores team coach supervision from the perspectives of context, process, roles, methods and models, content and competences. It aims to develop an agenda for research in the emerging topic area. Supervisors tend to adapt to the team context existing models from supervising one-to-one coaching. The chapter examines some of the most commonly used models and how they may inform or be adapted. The transition from one-to-one coach to team coach requires a substantial increase in skills, confidence and ability to work with dynamic complexity. The complex environment of team coaching opens up several key perspectives. Three in particular stand out: the team’s internal systems; the relationship between individual team members and the coach; and the relationship between the leader and the coach. Some of the professional bodies in coaching are already working on specific competencies for team coaching and the Association of Professional Executive Coaches and Supervisors has established criteria.
