Drawing the Triangle: How Coaches Manage Ambiguities Inherited in Executive Coaching



Document title: Drawing the Triangle: How Coaches Manage Ambiguities Inherited in Executive Coaching
Journal: BAR - Brazilian Administration Review
Database: CLASE
System number: 000496291
ISSN: 1807-7692
Authors: 1
Institutions: 1Fundacao Getulio Vargas, Escola de Administracao de Empresas, Sao Paulo. Brasil
Year:
Season: Oct-Dic
Volumen: 14
Number: 4
Country: Brasil
Language: Inglés
Document type: Artículo
Approach: Analítico, descriptivo
English abstract Executive coaching is a common leadership development intervention whose complexity is underestimated. The triangular relationships between coachee, coach, and organization give rise to conflicting interests (FatienDiochon, 2012). This study examines how coaches perceive triangular relationships and reflect on conflicts of interest and ethical issues. During semi-structured interviews, nine coaches drew their interpretations of how triangular relationships unfold in executive coaching processes. Coaches’ explanations were categorized into three groups. There are coaches who understand executive coaching as a harmonious and congruent process, called naïve; some coaches rely on the coaching process to deal with conflicts of interest, and we called them procedural. Other coaches are skeptical when dealing with conflict of interests in triangular relationships, and were called suspicious. In order to support coaches facing ethical dilemmas that may be present in triangular relationships in the executive coaching process, the ethics of the profession perspective developed for the educational sector by Shapiro and Stefkovich (2016) was adapted and integrated into Carroll and Shaw’s (2013) ethical maturity perspective. This adapted model offers coaches an integrative and dynamic view to foster their development and ethical maturity
Disciplines: Administración y contaduría
Keyword: Administración de instituciones,
Coaching,
Ejecutivos,
Liderazgo,
Etica,
Constructivismo social
Full text: https://biblat.unam.mx/hevila/BARBrazilianadministrationreview/2017/vol14/no4/5.pdf