The Psychology of Executive Coaching: Theory and                     Application

Peltier, Bruce

doi:10.1177/0974173920100217

Cited by 77 publications

(96 citation statements)

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“…Subjects in therapeutic settings or in experiments which appear unclear or fake and therefore cause insecurity might expect strong guidance and thus prefer dominance asymmetry. However, unlike clients in therapeutic settings, coaching clients are considered to be rather stable emotionally (Peltier 2010) and to seek a coactive role in the coaching process. When the coaching process is going well, the need for dominance asymmetry should be rather small, resulting in similar rather than opposite dominance behaviors of coach and client.…”

Section: Dominance Expressions Within the Coaching Interaction Processmentioning

confidence: 97%

“…However, coaching is distinct from other counseling settings such as psychotherapy. Differences include the emotional depth of therapy compared to coaching issues or the emotional stability of clients (e.g., Hart et al 2001;Peltier 2010). Moreover, coach-client relationships are considered far less hierarchical than therapist-client relationships (Grant 2005(Grant , 2013.…”

Section: Introductionmentioning

confidence: 98%

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

2014

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Purpose Despite calls for studying interaction processes in coaching, little is known about the link between coachclient interactions and coaching success. In particular, interpersonal behavior in coaching remains unexplored, although it is considered highly relevant to social relationships and interaction outcomes. This study takes first steps to address this gap. Design/Methodology/Approach We examined the dynamics of coaches' and clients' interpersonal behavior based on the two basic dimensions affiliation and dominance. Furthermore, we investigated the link between emergent interpersonal behavior patterns and coaching outcomes. To this end, we videotaped and analyzed a total of 11,095 behavioral acts nested in 30 coach-client dyads. Findings Sequential analysis showed that reciprocal friendliness patterns were positively linked to working alliance. Coaches' dominant-friendly interaction behavior particularly activated clients, in terms of showing dominance during the coaching interaction process. Clients' dominance was linked to their overall goal attainment. ImplicationsOur results highlight the importance of interpersonal behavior for coaching success. Specifically, our findings suggest that dominance interaction patterns are context-and relation-specific, offering an explanation for contradicting empirical studies on interpersonal dominance. For coaches, our study implies that high awareness for interpersonal signals can help establish a positive atmosphere and activate clients' dominance. Originality/Value This empirical study uses behavior observation and interaction analysis to understand the interpersonal dynamics during coaching sessions. Our results increase our theoretical understanding of coaching effectiveness by shedding light on the micro-level behavioral dynamics that drive successful coaching processes.

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Section: Dominance Expressions Within the Coaching Interaction Processmentioning

confidence: 97%

Section: Introductionmentioning

confidence: 98%

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

2014

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“…Bachkirova (2007) made the point that, in response to this dilemma, more prescriptive concepts of coaching and therapy have been introduced (Bluckert, 2005;Peltier, 2001;Zeus & Skiffington, 2000), through which qualities could be attributed to each in a way that enabled differentiation. The difficulty with this approach was that they were not satisfactory in describing the scope of the two practices.…”

Section: Literature Reviewmentioning

confidence: 98%

The coaching/therapy boundary in organizational coaching

Price¹

2009

Coaching: An International Journal of Theory, Research and Prac

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A literature search revealed diverse descriptions of the coaching/therapy boundary. In an attempt to gain greater definition, organizational coaches were surveyed to discover how they made decisions about the boundary in their practice. Responses indicated that practising coaches viewed coaching as differing from therapy in being future-orientated, short-term, less deep, goal-orientated, appropriate for clients who are mentally healthy, and organizationally focused.But, under such a definition, much of their practice appeared to be therapeutic. In addition, it was found hard to find a theoretical justification for the process and client elements of this definition. It is proposed that, rather than attempting to define a coaching/therapy boundary, it might be preferable to accept the indications from the research that coaching has a significant overlap with therapy, and that coaches would benefit from therapeutic training. Coaching could be differentiated from therapy by the specific competences of coaches and some contextual parameters.

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“…The Black executives acted out passive-aggression in these interactions instead of confronting White executives about the denigration they experienced at their hands (Peltier, 2001). The prolonged subjugation of Black people and their introjection of inferiority triggered anxieties about their individuation and empowerment.…”

Section: Race Diversity Dynamicsmentioning

confidence: 99%

Executive coaching in diversity from the systems psychodynamic perspective

Motsoaledi

Cilliers

2012

SA j ind psychol

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Orientation: The researcher applied role analysis from the systems psychodynamic perspective to executives in state departments to improve their awareness of the unconscious diversity dynamics that affect their roles.Research purpose: The purpose of this research was to describe the application of systems psychodynamic role analysis and to determine its trustworthiness in assisting executives to work effectively with conscious and unconscious diversity dynamics in their organisations.Motivation for the study: Executives generally struggle to understand the deeper meaning of diversity behaviour that manifests inside and around them, leading to conflict. Without understanding the unconscious meaning of the behaviour, organisations founder easily. Awareness of below-the-surface behaviour leads to insight and taking responsibility for diversity-related behaviours.Research design, approach and method: The researcher coached six executives in South African state departments over a period of 10 months. The coaching addressed and analysed the executives’ organisational roles. She analysed the data using discourse analysis.Main findings: Themes relating to the diversity dynamics of gender, race, ethnicity, authority, disability, language, age, de-authorisation of diversity work and the coaching process emerged. The coaching assisted the executives to gain insights into below-the-surface diversity dynamics, to address diversity in a sustained manner and to take up their organisational roles more effectively.Practical/managerial implications: Coached executives will have a more objective and dynamic experience of diversity issues that manifest in organisations, between colleagues and within themselves.Contribution/value-add: Executive coaching from a systems psychodynamic perspective displays trustworthiness in improving participants’ diversity awareness, especially with regard to gender, race, ethnicity and authorisation.How to cite this article: Motsoaledi, L., & Cilliers, F. (2012). Executive coaching in diversity from the systems psychodynamic perspective. SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde, 38(2), Art. #988, 11 pages. http://dx.doi.org/10.4102/sajip.v38i2.988

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The Psychology of Executive Coaching: Theory and Application

Cited by 77 publications

References 0 publications

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

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

The coaching/therapy boundary in organizational coaching

Executive coaching in diversity from the systems psychodynamic perspective

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