Leadership and Coaching

Arun Kohli

Chapter 2 in Effective Coaching, and the Fallacy of Sustainable Change, 2016, pp 9-34 from Springer

Abstract: Abstract ‘No one knows where coaching comes from’, at best it is said that ‘it comes from sports’. Other common criticisms that coaching encounters is that ‘anybody can become a coach with a short training of three days’. The ambiguity caused by such misconceptions is evident in the various attributes coaches, non-coaches, and researchers, attach to coaching. Some liken it to psychoanalysis or even claim its origins are found there. Then there are others who contend that coaching is a paradigm of management consultancy. Some coaches convert coaching into a tool box for the sole purpose of achieving goals, implying that clients come with goals and that a coach will help the client to achieve them. When the domains mentioned earlier have been occupied by some, others will claim that it is an advisory service and if there are no more claims left to be made it is left to the mercy of an individual to create a new form of coaching by just attaching the word coaching to his old profession. Do we really not know where it comes from? Is coaching really so reductive or linear? There exists a body of knowledge that proves that coaching is none of these and its origins are also well documented.

Keywords: Goal Setting; Emotional Intelligence; Life Insurance; Management Consultant; Ideal Style (search for similar items in EconPapers)
Date: 2016
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Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-319-39735-1_2

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DOI: 10.1007/978-3-319-39735-1_2

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