Navigating coaching theory and practice: A guide to using leadership coaching in organisations

Abstract

Coaching is a recently developed discipline originating largely from practice. However, the profession has grown immensely over the last three decades and research in this field and its related fields has become rich and widespread. Research shows that coaching has grown from multiple bodies of knowledge and theoretical practice and that there are a multitude of methodologies, frameworks, techniques, and tools being used in the field of coaching. This paper intends to provide a useful guide to coaches and coaching clients to navigate the use of coaching within the context of leadership development in organisations. The most familiar theoretical influences and approaches, as well as practical models and tools used in leadership development coaching are explored, without proposing that any one approach is better; rather that the particular situation will influence which approach may be more appropriate. This paper is divided into two sections. Section one provides an overarching understanding and overview of coaching theory, covering its intellectual and conceptual foundations, including relevant bodies of knowledge, theories, core principles, common concepts, range of approaches, and ethical considerations. Section two focuses on the practical application of coaching theory, exploring methodologies, frameworks, techniques, potential challenges, and recognised benefits. The practice of coaching was informed by four key bodies of knowledge and its related theories - the social sciences, business and economic sciences, adult learning and change, and traditional Western philosophies and Eastern spiritual influences (Cavanagh et al., 2005). More recently, neuroscience has influenced the coaching body of knowledge significantly (Riddell, 2018). Coaching approaches vary from being focused on skills training on the one end of the spectrum to transformation and transcendence on the other end (Hawkins & Smith, 2007). Evolving perspectives and trends as well as the specific context need to be considered when selecting an approach. Contemporary contextual trends include cross-cultural coaching and the role of artificial intelligence (AI) in coaching. Considerations include challenges surfaced by these trends, ethical matters, and the benefits that coaching provides. Dependent on their theoretical affinity and training, coaches will make certain choices about how they practise coaching. Coaches will reflect the body of knowledge they locate themselves in, the theories that inform their coaching style, the models and tools they select for their coaching processes, and the techniques they use in coaching. The authors suggest that coaches need to be able to highlight the necessary and essential training and experience they received in core competencies and principles of coaching, and also be able to indicate the intentional choices they made in theoretical training as well as their choices related to practical application. Transparency in being able to clearly communicate their coaching practice and its underlying theory allow for informed buyer choice and a clear alignment to client needs, which will continue to build the coaching profession.