Supervisors’ perspectives on the contribution of coaching supervision to the development of ethical organisational coaching practice

Abstract

Orientation: Organisational coaches operate in an increasingly complex environment where they regularly face ethical dilemmas. Because of the confidential nature of coaching, coaches may find themselves isolated with limited means to deal with ethical challenges. Research purpose: This research investigated the typical ethical dilemmas that coaches bring to supervision and the role that supervision could play in helping coaches deal with ethical challenges. Motivation for the study: The role of coaching supervision in promoting ethical coaching practice is important but not well studied or understood. Research approach/design and method: In this qualitative study, 13 South African coaching supervisors were interviewed about the role of supervision in developing ethical organisational coaching practice. Data were analysed using thematic analysis. Main findings: Coaches typically bring two types of ethical challenges to supervision: three-way relationship and confidentiality and coach–organisation contracting. Supervisors employ several strategies to assist coaches with ethical dilemmas: they analyse the ethical dilemma using frameworks, observe supervisor–coach boundaries, remind coaches of contracting and encourage coaches’ professional competence development. Practical/managerial implications: Coaching supervision offers a space for reflective practice for coaches to understand and deal with their ethical dilemmas. Coaches are encouraged to actively seek and engage in ongoing supervision to safeguard themselves, their clients and the organisations they serve against the potential harm of ethical dilemmas. Contribution/value-add: This study adds knowledge on the value and application of the important, growing phenomenon of coaching supervision.