Structuring and Understanding the Coaching Industry: The Coaching Cube.

Exploring supportive and developmental career management through business strategies and coaching

“…Segers et al (2011) point out that as a result of this intense growth of coaching interest, the field might end up in chaos. Bearing this in mind, the "new" career practice will be explained in more detail.…”

“…In that respect, there is one career practice that is "new" on the block-namely, coaching (Knights & Poppleton, 2008;P. Parker, Hall, & Kram, 2008;Segers, Vloeberghs, Henderickx, & Inceoglu, 2011). Coaching is largely delivered by line managers in organizations (Day, Surtees, & Winkler, 2008), especially when the topic that needs to be addressed is considered important for the organization (Segers et al, 2011).…”

“…Parker, Hall, & Kram, 2008;Segers, Vloeberghs, Henderickx, & Inceoglu, 2011). Coaching is largely delivered by line managers in organizations (Day, Surtees, & Winkler, 2008), especially when the topic that needs to be addressed is considered important for the organization (Segers et al, 2011). This is not surprising, as coaching by a team leader is considered to be highly developmental (Baruch, 2003;Segers, De Prins, Brouwers, & Vloeberghs, 2009) and supportive (Segers et al, 2009).…”

Challenges for the Theory and Practice of Business Coaching

“…While there is agreement that coaches must be seen as credible to be effective (Joo, 2005;Judge & Cowell, 1997;Passmore & Fillery-Travis, 2011;Segers et al, 2011;Sue-Chan & Latham, 2004), there is debate around how this credibility can be established. This debate has been between those who believe that coaches do not need skills or expertise in the management or organisation sector in which they work but rather need skills in counselling psychology or therapy (Ajzen, 1992;Beutler, Machado, & Neufeldt, 1994;Lafferty, Beutler, & Crago, 1989;Petty & Cacioppo, 1984), and those who argue that coaches must have skills or expertise in either executive management development and/or in the sector in which they are practising (Berglas, 2002;Eggers & Clark, 2000;Evers et al, 2006;Hagen, 2010;Joo, 2005;Passmore & Fillery-Travis, 2011;Smither et al, 2003;VanFleet, 1999).…”

“…Important elements of integrity were trustworthiness (Blattner, 2005;Graham, Wedman, & Garvin-Kester, 1994;Gregory & Levy, 2011;Judge & Cowell, 1997;Kombarakaran, Yang, Baker, & Fernandes, 2008;Kralj, 2001;O'Brion & Palmer, 2010;Orenstein, 2006;Peterson, 1996;Rekalde et al, 2015) and maintenance of confidentiality (Blackman, 2010;Douglas & McCauley, 1999;Rekalde et al, 2015;Segers, Vloeberghs, Henderickx, & Inceoglu, 2011;Taie, 2011). Support for the coachee included empathy (De Haan, Culpin, & Curd, 2011;Gregory & Levy, 2011) being non-judgemental (Blackman, 2010;Judge & Cowell, 1997), and being able to put issues into a larger perspective (Ahern, 2003;Graham et al, 1994;Orenstein, 2006;Styhre & Josephson, 2007).…”