The coaching relationship:An interpretative phenomenological analysis
By Kristina Gyllensten, Stephen Palmer. International Coaching Psychology Review, 2007
148 citations recorded by the source corpus.
Objectives:There is a lack of research on the coaching relationship (O’Broin & Palmer, 2006a). The current paper will present the findings from a qualitativstudy that explored experiences of workplace coaching including the coaching relationship.Design:The study adopted a qualitative design and the data was analysed by Interpretative Phenomenological Analysis (Smith, Jaraman, & Osborn, 1999).Methods:Nine participants, from two large organisations, were interviewed about their experiences of coaching.Results:‘The coaching relationship’ was identified as a main theme which, in turn, comprised of three sub-themes; valuable coaching relationship; trust; and transparency. These themes highlighted that the coaching relationship was very valuablefor the participants and that this relationship was dependent on trust and improved by transparency.Conclusions:It was concluded that it is important that coaches are aware of, and are working with, the coaching relationship. Nevertheless, the participants also highlighted that the relationship was not the only factor that made coaching useful. Working towards goals and improving performance were also valuable components of the coaching. It was, therefore, suggested that coaching may be most beneficial if it incorporates a number of components, including a focus on the relationship.
Subfields: Applied Psychology, Clinical Psychology, Education
View Paper: https://www.semanticscholar.org/paper/8b8594ca337c3277031c86043d598664dd191fa6
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Applied Psychology
- Simone Kauffeld
- Rebecca J. Jones
- Gil Bozer
- J. Gregory
- Sina Gessnitzer
- P. Levy
- Carsten C. Schermuly
- A. O’Broin
In Clinical Psychology
- Simone Kauffeld
- Sina Gessnitzer
- Rebecca J. Jones
- J. Gregory
- P. Levy
- Gil Bozer
- Eduardo Salas
- Stephen Palmer
In Education
- Simone Kauffeld
- Sina Gessnitzer
- P. Levy
- J. Gregory
- Gil Bozer
- A. O’Broin
- Eduardo Salas
- Stephen Palmer
Citations in the corpus
- Understanding the factors that determine workplace coaching effectiveness: a systematic literature review (2018, background): “Qualitative studies in our review highlight the importance of the coachees’ perceptions of trust (Alvey & Barclay, 2007; Bush, 2004; Gyllensten & Palmer, 2006, 2007; Hill, 2010; Jowett, Kanakoglou, & Passmore, 2012; Kappenberg, 2008; Rekalde et al., 2015; Salomaa, 2015).”
- The power of coaching: a meta-analytic investigation (2015, result): “…did not allow for a robust meta-analytic investigation of the effect of coaching relationship on coaching outcomes, there is literature that supports this link (Bennett, 2006; de Haan, 2008; Gessnitzer & Kauffeld, 2015; Gregory & Levy, 2010, 2011; Gyllensten & Palmer, 2007; Ting & Riddle, 2006).”
- Exploring key aspects in the formation of coaching relationships: initial indicators from the perspective of the coachee and the coach (2010, background): “A few studies have also begun to highlight those qualities and characteristics of the coaching relationship considered important to its creation and development, (Gyllensten & Palmer, 2007; Luebbe, 2005).”
- Why interpersonal dominance and affiliation matter: an interaction analysis of the coach-client relationship (2013, background): “…knowledge to get some new ideas of how to influence critical success factors such as the relationship to a client are still at a loss: research analysing process variables related to the outcome of coaching is scarce (e.g. Baron & Morin, 2009; Gyllensten & Palmer, 2007; O’Broin & Palmer, 2010).”
- Employee coaching relationships: enhancing construct clarity and measurement (2010, background): “Finally, Gyllensten and Palmer (2007) noted that the relationship between the coach and coachee is ‘one of the most essential aspects of coaching’ and that this relationship is ‘the basis upon which the coaching [is] built and without a relationship the coaching would not be as effective as it…”
- The Working Alliance in Coaching (2015, background): “Although these studies have given insight into the perception of relationship-relevant behavior, the qualitative approach has led to considerably differing results, depending on the study (e.g., Gyllensten & Palmer, 2007; Jowett et al., 2012; O’Broin & Palmer, 2010).”
- Building successful leadership coaching relationships: Examining impact of matching criteria in a leadership coaching program (2010, unknown): “…between the client and coach is one of the most essential processes of coaching with numerous authors suggesting that an effective client-coach relationship results in successful coaching outcomes (Baron & Morin, 2009; Gyllensten & Palmer, 2007; Hall, et al., 1999; Thach, 2002; Wasylyshn, 2003).”