How executive coaching creates power relationships in organisations and why they cause problems | The Oxford Review

How executive coaching creates power relationships in organisations and why they cause problems

Research Briefing

Keywords: coaching, organisational coaching, power relationships, coaching space, coaching relationships, leadership development, executive coaching, management development

There has been much interest in the world of coaching in recent years, both within organisations and research circles. In particular, there has been an exponential growth in research interest in executive coaching as a form of leadership and management development. Annually, there are approximately 20,000 peer-reviewed studies on coaching in general and an average of 4 – 5,000 new peer-reviewed research papers around executive coaching, in particular, every year.

A new study by researchers from universities in Lebanon and France has delved into this
issue to see how executive coaching impacts on the political space within an organisation.

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Disclaimer: This is a research review, expert interpretation and briefing. As such it contains other studies, expert comment and practitioner advice. It is not a copy of the original study – which is referenced. The original study should be consulted and referenced in all cases. This research briefing is for informational and educational purposes only. We do not accept any liability for the use to which this review and briefing is put or for it or the research accuracy, reliability or validity. This briefing as an original work in its own right and is copyright © Oxford Review Enterprises Ltd 2016-2019. Any use made of this briefing is entirely at your own risk.

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