Exploring key aspects in the formation of coaching relationships: initial indicators from the perspective of the coachee and the coach

Abstract

This article explores coachees and coaches views on aspects important in the formation of the coaching relationship. The research uses a qualitative methodology. Semi-structured repertory grid interviews were conducted with six coachees and six coaches in the UK. Using content analysis, three primary themes, of bond and engagement, coach attitudes and characteristics, and collaboration were elicited. Findings suggest that coach self-awareness and awareness of the coachee are important to both coachees and coaches; adaptation of the coach to the individual coachee was important to some participants; that the bond and collaboration were perceived differently by participants, however not by coachees and coaches; and that trust was a key aspect of bond and engagement. The quality of interpersonal interactions between coachee and coach, and an emphasis on co-creation of the coaching relationship were highlighted as superordinate themes subsuming several of the study's findings. Recommendations for coaching research and practice and implications of the study's findings are also discussed.

Health Coaching: A Concept Analysis

“…Burris (2007) described the coach-client relationship as "a cocreation" (p. 6). Another frequently used term was collaboration (Butterworth, Linden, McClay, & Leo, 2006;Grant & Cavanagh, 2007b;Ngo, Hammer, & Bodenheimer, 2010;O'Broin & Palmer, 2010;Taylor et al, 2008). It was clear throughout the literature that health coaching involved the active participation of both coach and client throughout the process.…”

Coaches and Clients in Action: A Sequential Analysis of Interpersonal Coach and Client Behavior

“…However, our understanding of the interaction processes during coaching remains limited. It is unclear how the interaction dynamics between coaches and clients contribute to a positive coaching relationship (De Haan 2008a;O'Broin and Palmer 2010). Addressing this gap requires a closer look at the actual behavior of coaches and clients during coaching sessions, as well as interaction analytical methods that can pinpoint mutual influence in coach-client interactions.…”

“…Successful coaching largely depends on the quality of the relationship between coaches and their clients (e.g., Baron and Morin 2009;Bluckert 2005;De Haan et al 2013;O'Broin and Palmer 2010;Wasylyshyn 2003). A coaching relationship develops on the basis of complex coach-client interactions (e.g., Cavanagh 2006).…”

Challenges for the Theory and Practice of Business Coaching

“…Important elements of integrity were trustworthiness (Blattner, 2005;Graham, Wedman, & Garvin-Kester, 1994;Gregory & Levy, 2011;Judge & Cowell, 1997;Kombarakaran, Yang, Baker, & Fernandes, 2008;Kralj, 2001;O'Brion & Palmer, 2010;Orenstein, 2006;Peterson, 1996;Rekalde et al, 2015) and maintenance of confidentiality (Blackman, 2010;Douglas & McCauley, 1999;Rekalde et al, 2015;Segers, Vloeberghs, Henderickx, & Inceoglu, 2011;Taie, 2011). Support for the coachee included empathy (De Haan, Culpin, & Curd, 2011;Gregory & Levy, 2011) being non-judgemental (Blackman, 2010;Judge & Cowell, 1997), and being able to put issues into a larger perspective (Ahern, 2003;Graham et al, 1994;Orenstein, 2006;Styhre & Josephson, 2007).…”