De blinde pletter i ledercoaching Excutive coaching i Leadership Pipeline perspektiv

Abstract

This article demonstrates how the executive coaching field is characterised by blank spots in the form of limited knowledge on: 1) the importance of different organisational leadership levels to the coach’s task and practice in executive coaching and 2) what characterises coaching that involves leaders at different levels who coach subordinate leaders on their leadership tasks. The prevailing definitions of executive coaching seem to implicitly assume that: A Leaders only coach employees without leadership responsibility, or B It makes no difference whether the subordinate coached by the leader is an employee with leadership responsibility. Meanwhile, much of the literature on leaders’ motives for seeking coaching indicates that they frequently work on issues directly related to transitions between different organisational levels and the development of new leadership behaviour that is suitable to the given organisational level. There are many things to suggest that ex - ecutive coaching often addresses precisely what the literature and research have largely left unexamined. The Leadership Pipeline perspective is proposed as a professional supplement. The Leadership Pipeline perspective cannot stand alone, but appears to offer a framework of understanding that can strengthen the organisational perspective in coaching and supplement the established perspectives on coaching