Self-management and the coaching relationship: Exploring coaching impact beyond models and methods

Abstract

Whilst there is growing interest within the emerging coaching psychology literature in exploring specific coaching methods and their relative efficacies, little attention has been afforded the investigation of the relationship itself that is formed between coach and client. In addition, any exploration of the personality, psychodynamic and cognitive-behavioural constructs unique to the coach herself and the potential impact, both facilitative and detractive, of these factors, has remained largely unaddressed. This paper seeks to begin this process of exploration and highlights the importance for ethical and professional executive coaching practice in coaches establishing robust and accountable supervision relationships. The paper provides a theoretical framework for operationalising this supervisory relationship and facilitating coaches own process of introspection and continuous development.

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