Abstract
In this chapter, we offer a definition of a particular type of coaching, one focused on achieving sustained, desired change in the individual being coached. We also discuss a theory of intentional change, which we suggest explains why coaching in this manner indeed leads to sustained, desired change in individuals. We explore the coaching relationship in terms of the quality of the relationship and the competencies required by those who create that relationship. We also suggest that coaching has two faces: coaching with compassion and coaching for compliance. The latter often takes the form of trying to help someone in need. In these situations, the desire to help overcomes the knowledge that arousing motivation to change is more important than a short-term fix. We further offer that potential benefits exist in terms of the compassion one experiences from coaching others and we address the risk of not doing so. We provide a guide for the coaching process. And finally, we conclude with a discussion of the implications for future research on coaching and leadership development.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
