Ethics of multi-party contracting in coaching
Ethics of multi-party contracting in coaching
This chapter aims to explore ethical considerations in coaching research and practice within multi-party contracting in coaching. Given that social and contextual factors have been overlooked in contemporary coaching literature, this chapter analyses in what way power dynamics in coaching relationships and organisational hierarchy impact on the multi-party negotiation process. To offer a comprehensive picture of the multi-party contracting process in coaching settings, different types of contracts (e.g., business, learning and psychological contracts) are introduced. According to existing relevant literature, coaching can be used as an instrumental tool to standardise employees’ behaviours (i.e., control) or a social process to facilitate individuals’ critical and creative thinking. Hence, hidden agendas and potential ethical issues between different parties are addressed. Moreover, several empirical studies in multi-party coaching relationships and contracting are synthesised to specify the best practice and coaches’ future development. Examples include having a transparent contracting process and awareness of power dynamics in the organisation.
215-230
Lai, Yi-Ling
68180d86-8865-4c85-8045-e0086d4cd476
Turner, Eve
a8d433d8-ec4f-499c-a37d-d80d9bef6b89
4 April 2023
Lai, Yi-Ling
68180d86-8865-4c85-8045-e0086d4cd476
Turner, Eve
a8d433d8-ec4f-499c-a37d-d80d9bef6b89
Lai, Yi-Ling and Turner, Eve
(2023)
Ethics of multi-party contracting in coaching.
In,
Smith, Wendy-Ann, Passmore, Jonathan, Turner, Eve, Lai, Yi-Ling and Clutterbuck, David
(eds.)
The Ethical Coaches’ Handbook : A Guide to Developing Ethical Maturity in Practice.
Ist ed.
Routledge, .
(doi:10.4324/9781003277729-14).
Record type:
Book Section
Abstract
This chapter aims to explore ethical considerations in coaching research and practice within multi-party contracting in coaching. Given that social and contextual factors have been overlooked in contemporary coaching literature, this chapter analyses in what way power dynamics in coaching relationships and organisational hierarchy impact on the multi-party negotiation process. To offer a comprehensive picture of the multi-party contracting process in coaching settings, different types of contracts (e.g., business, learning and psychological contracts) are introduced. According to existing relevant literature, coaching can be used as an instrumental tool to standardise employees’ behaviours (i.e., control) or a social process to facilitate individuals’ critical and creative thinking. Hence, hidden agendas and potential ethical issues between different parties are addressed. Moreover, several empirical studies in multi-party coaching relationships and contracting are synthesised to specify the best practice and coaches’ future development. Examples include having a transparent contracting process and awareness of power dynamics in the organisation.
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Published date: 4 April 2023
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Publisher Copyright:
© 2023 selection and editorial matter, Wendy-Ann Smith, Jonathan Passmore, Eve Turner, Yi-Ling Lai, and David Clutterbuck.
Identifiers
Local EPrints ID: 476498
URI: http://eprints.soton.ac.uk/id/eprint/476498
PURE UUID: 7f361030-cd69-4ccf-81f9-a6b76ec3e1b4
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Date deposited: 04 May 2023 16:49
Last modified: 17 Mar 2024 04:19
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Contributors
Author:
Yi-Ling Lai
Author:
Eve Turner
Editor:
Wendy-Ann Smith
Editor:
Jonathan Passmore
Editor:
Eve Turner
Editor:
Yi-Ling Lai
Editor:
David Clutterbuck
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