Coaching researched: a coaching psychology reader for practitioners and researchers

approach in order to communicate effectively with his new team. Indeed, the nuances of the learning requirements of a Western manager from a global MNC and those of a newly appointed Chinese manager are very useful. The book comprehensively addresses many aspects of coaching delivery, training and application. It also covers the issue of how to set up a coaching business in China, having stated that the appetite for coaching is healthy and has moved from the remedial stance to a more progressive and positively focussed stance. Both individual and team coaching are addressed. There is one chapter on ‘Immunity to Change’ which addresses the issue of resistance to being coachable which can be a factor in Chinese organisations which are entrenched in traditional philosophies of business and reluctant to adopt Western originated change tools. Overall, I found this book to be a really interesting read. At the simplest end, it is a very good guide to many facets of the market for coaching in China and the various cultural issues that need to be taken into consideration in order for it to be successful. Beyond this, however, it is a really good guide for anyone who has aspirations to coach in the Chinese context, or to coach Chinese people who might be gaining leadership positions in Western organisations. A slight caution would be that there seems to be quite a bit of anecdotal reporting of the different scenarios. However, the breadth of subjects and the clear experience of the authors means that every chapter covers its topic authoritatively, accompanied by highly practical insights and ideas. Quirkily, a couple of the early chapters, whilst drawing on other works in support, do not give their references at the end. For anyone interested in stepping outside the Western application of coaching and/ or is interested in Chinese business leadership development, I recommend this book.