ORCID
https://orcid.org/0009-0003-7807-5045
Abstract
Internal coaching is growing in popularity across various industries and sectors, either as a standalone resource or in conjunction with external coaching and other relevant programs and initiatives. Despite the growing popularity and reported benefits, there is a substantial dearth of research on the dynamics of “internal coaching” relationships, making it one of the least explored areas in organizational coaching literature. This paper contributes to addressing the research gap by presenting the outcomes of a study that explores the coach–client relationship and captures perspectives from internal coaches, external coaches, managers, and, notably, coachees, also known as coaching clients. Employing a mixed-methods approach, this study is a segment of a larger research project and focuses specifically on a subset of data that is relevant to the objective of this paper. Informed by a comprehensive literature review and insights from scholars and practitioners, including an exploration of the working alliance in therapy, the results of this study underscore the critical significance of confidentiality and trust in internal coaching, and its findings contribute to enhancing our understanding of internal coaching dynamics, offering guidance for the development of more effective internal coaching programs or the improvement of existing strategies.
Included in
Counseling Psychology Commons, Industrial and Organizational Psychology Commons, Organizational Behavior and Theory Commons, Other Psychology Commons
