ABSTRACT
This chapter explores the role of the team leader in supporting both the team coaching process and team development. It focuses on how the team leader can support the team coaching conducted by an external coach. The chapter draws on an instrumental case study, informed by an interpretivist, constructionist theoretical perspective, which considered both the context and multiple perspectives to contribute to an evidence base for coaching teams. It describes the different roles that the team leader can play, including the tightrope walker in balancing team well-being, development and team performance. A fundamental transition is occurring in the world of work, where agile, team-centred models are replacing the traditional hierarchical organisational structures. The team leader can act as the champion of coaching by communicating the benefits of coaching to both external stakeholders and the internal team. The team leader can act as a navigational guide for both the external coach and the team during the coaching engagement.
