Values and Ethics in Coaching

Iordanou, Ioanna; Hawley, Rachel; Iordanou, Christiana

doi:10.4135/9781473983755

Cited by 16 publications

(10 citation statements)

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“…From a potential coach perspective, more in-depth understanding of which elements of the personalized relationship and techniques used worked best is needed. It also feels that in this context more has to be explored in terms of coaching ethics (some of which is covered in Iordanou et al, 2017), but overall this timely book discusses important issues and possibilities of building support for women entrepreneurs through coaching sessions.…”

Section: Discussionmentioning

confidence: 99%

Book review: Coaching for women entrepreneurs

Ciesielska

2017

Management Learning

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multicultural settings wraps up a valuable series of pertinent examples from various work environments around the world. As the authors indicate, "global managers must develop proficiencies in working across cultures, because this is where most future opportunities will be found" (Steers et al., 2016: 376). Recommendations for future editions of the book relate to the need to expand on the process of developing identity in diverse cultural contexts (Phinney and Baldelomar, 2011), intercultural communication (Ting-Toomey and Chung, 2011), and identity shifts as part of a cultural transition process for individuals who repatriate (Sussman, 2002) Overall, the book demonstrates a clear writing style, rich in examples of concepts, principles, or practices that relate closely to the topic under discussion in any given chapter. In addition to managers from companies and corporations around the world, I would also recommend the book to college and university instructors interested in providing background to cross-and multicultural parameters that influence business endeavors on a local, regional, and/or global scale. Students and instructors alike would benefit from investigating some of the research ideas mentioned in the current book as a way to continue the critical conversation about the knowledge bases and skill areas needed to be(come) an effective and efficient global manager. References Phinney JS and Baldelomar OA (2011) Identity development in multiple cultural contexts. In: Arnett Jensen L (ed.

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Section: Discussionmentioning

confidence: 99%

Book review: Coaching for women entrepreneurs

Ciesielska

2017

Management Learning

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“…When talking about 'right' solutions, the coaches' ethical responsibility and professional values are important factors (Iordanou et al, 2017). Ethical coaching standards should include to openly disclose (potential) conflicts, honour an equitable coach-clientrelationship, encourage clients to go to another service (e.g.…”

Section: Practical Implicationsmentioning

confidence: 99%

Coach me if you can! Dark triad clients, their effect on coaches, and how coaches deal with them

Diller

Frey

Jonas

2020

Coaching: An International Journal of Theory, Research and Prac

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People with high dark triad levels, consisting of subclinical narcissism, Machiavellianism, and psychopathy, can have a destructive impact on their team members, subordinates, and the organisation. Recent research has even found that the higher the leadership position, the more dark triad traits were displayed. As coaching is often for people in (higher) leadership positions, the following study with 64 coaches investigated the dark triad traits among their clients and how this affected the coach as well as the coaching. The results show that the higher the client's leadership level was, the higher their dark triad level was perceived and, thus, the more anxious and distressed the coaches were regarding the client, leading to less coaching success. Although the coaches did not name a definite strategy for dealing with such a client, the results showed that the higher their approach motivation was, the more successful the coaches was. The results depict the danger of high dark triad levels amongst coaching clients and its influences on the business coaching, implying theoretical and practical considerations.

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“…As mentioned before, we do not see joint inquiry as a description of what the coaching relationship must necessarily be, but how it would become if the engagement between the coach and client is fully effective. Naturally, it should be acknowledged that there are many complex factors that could undermine coaching as a joint inquiry, such as conflict of interests (Iordanou, Hawley, & Iordanou, 2017); power relations (Garvey, 2011;Welman & Bachkirova, 2010); organizational politics in the three-way contracts (Korotov, Florent-Treacy, Kets de Vries & Bernhardt, 2012), and so forth. In fact, organizational issues are nearly always not only the context of coaching, but essential elements of the situation that the client perceives as a disequilibrium which leads to the readiness for coaching and becomes the theme of coaching conversations (Garvey et al, 2014).…”

Section: Coaching As Learning Through Experience and Joint Inquirymentioning

confidence: 99%

Old Wine in New Bottles: Exploring Pragmatism as a Philosophical Framework for the Discipline of Coaching

Bachkirova

Borrington

2019

AMLE

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The practice and industry of organizational coaching are now well-established, but how it is understood theoretically continues to lag behind. Here, we analyze possible reasons for this state of affairs and argue that the development of coaching as an academic discipline will benefit from adopting philosophical pragmatism as an overarching theoretical framework. This move will enable coaching academics to utilize the contributions to knowledge that different paradigms generate. Positioning pragmatism as a theory of action, we argue that organizational coaching is by default a pragmatic enterprise and provide three examples of the considerable benefits to be gained by conceptualizing it this way: (1) Drawing from the pragmatists' ideas, particularly those of John Dewey, we demonstrate how the theoretical understanding of organizational coaching can be enhanced by considering its nature as a joint inquiry; (2) Pragmatism suggests development as an ultimate purpose for organizational coaching, which also helps to resolve fundamental conceptual debates; and (3) In light of the complexity and diversity involved in the way that organizational coaching is practiced, pragmatism offers coaches a useful framework for developing the flexibility required for navigating the multiplicity of influences on their practice.

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Values and Ethics in Coaching

Cited by 16 publications

References 0 publications

Book review: Coaching for women entrepreneurs

Book review: Coaching for women entrepreneurs

Coach me if you can! Dark triad clients, their effect on coaches, and how coaches deal with them

Old Wine in New Bottles: Exploring Pragmatism as a Philosophical Framework for the Discipline of Coaching

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