BEYOND THE CLIENT/COACH DYAD IN COACHING SENIOR BUSINESS LEADERS

IF 0.9 Q4 PSYCHOLOGY, APPLIED

Consulting Psychology Journal-Practice and Research Pub Date : 2018-12-01 DOI:10.1037/cpb0000117

J. Blanton, Karol M. Wasylyshyn

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引用次数: 7

Abstract

Theory and research in executive coaching have typically focused on the characteristics and methods of coaches and on the dyadic relationship of the coach and client. Little attention has been given to individuals such as the boss and human-resources (HR) executive who are directly or indirectly involved in the coaching process. These key individuals are both sources of timely observations about the executive and reinforcers of the client’s development. This article focuses on how the involvement of these participants—outside the dyad—affects the work of senior coaches working in longer term coaching engagements with top business leaders. The article also addresses (a) the question of who the client is in these complex engagements, (b) the ethical issue of confidentiality when coaching within the complex dynamics of an organization, (c) the ethical issue of maintaining multiple relationships specifically with the executive’s boss and the HR partner, and (d) the influence of the larger organizational structure and culture on the coaching process. The relationship of the coach with the HR leader and executive’s boss is seen as an essential partnership that is fueled by mutual trust, collaborative respect, role clarity, and safe boundaries of confidentiality.

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在指导高级商业领袖时，超越客户/教练的二元关系

高管培训的理论和研究主要集中在教练的特点和方法以及教练与客户的二元关系上。很少有人关注直接或间接参与培训过程的老板和人力资源主管等个人。这些关键的个人既是对执行人员及时观察的来源，也是客户发展的强化者。本文关注的是这些参与者的参与(在二人组之外)如何影响与顶级商业领袖进行长期指导的高级教练的工作。本文还讨论了(a)在这些复杂的业务中客户是谁的问题，(b)在组织的复杂动态中进行指导时的保密道德问题，(c)与高管的老板和人力资源合作伙伴保持多种关系的道德问题，以及(d)更大的组织结构和文化对指导过程的影响。教练与人力资源主管和高管老板的关系被视为一种必不可少的伙伴关系，这种关系是由相互信任、协作尊重、角色明确和安全的保密界限所推动的。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Consulting Psychology Journal-Practice and Research PSYCHOLOGY, APPLIED-

CiteScore

2.50

自引率

9.10%

发文量

期刊介绍： Consulting Psychology Journal: Practice and Research serves as a forum for anyone working in the area of consultation. The journal publishes theoretical and conceptual articles, original research, and in-depth reviews with respect to consultation and its practice. The journal also publishes case studies demonstrating the application of innovative consultation methods and strategies on critical or often overlooked issues with unusual features that would be of general interest to other consultants. Special issues have focused on such current topics as organizational change, executive coaching, and the consultant as an expert witness.