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Both executive coaching and management consulting are relatively new disciplines, early in their development as professions. They share ambiguous social status, lack of clearly defined and agreed-upon professional standards or accreditation criteria, and low barriers to entry. A broad range of tasks are undertaken in the name of consulting and the professional identity of management consultants is continuously evolving. This experience-based paper explores how the professional identity of management consultants incorporates or includes a role as coach, with particular respect to work with organizational change interventions.
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