Abstract
There appears to be widespread acceptance that a coach should be empathetic. However, there is considerable confusion over what empathy is, and how/if it differs from sympathy, and if empathy leads to better outcomes. The paper reviews the research evidence related to the development of empathy, sympathy, and pro-social and altruistic behaviour and concludes that notions of empathy in coaching are not evidence-based, are largely about marketing, and that one should want a sympathetic, rather than an empathetic coach.
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