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Towards co-constructed coaching:exploring the integration of coaching and co-constructed autoethnography in leadership development

Kempster, Stephen and Iszatt-White, Marian (2013) Towards co-constructed coaching:exploring the integration of coaching and co-constructed autoethnography in leadership development. Management Learning, 44 (4). pp. 319-336. ISSN 1350-5076

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Abstract

This paper introduces a new method for leadership development: co-constructed autoethnography. The terrain of executive coaching is outlined and contrasted with co-constructed autoethnography. In particular the relative merits of directive versus non-directive leadership development interventions are examined, along with the issue of multiple agendas in coaching/research relationships in this context, and the implications, both positive and negative, of having a highly informed active partner in the leadership learning process. The paper makes a contribution to management learning by presenting co-constructed autoethnography as a credible and potentially beneficial alternative to executive coaching by enabling a critically reflexive dialogue.

Item Type: Article
Journal or Publication Title: Management Learning
Uncontrolled Keywords: autoethnography ; executive coaching ; leadership development ; practice ; co-constructed coaching
Subjects: H Social Sciences > HB Economic Theory
Departments: Lancaster University Management School > Management Development Division (MDD)
ID Code: 58758
Deposited By: ep_importer_pure
Deposited On: 02 Oct 2012 10:23
Refereed?: Yes
Published?: Published
Last Modified: 13 Jun 2014 13:22
Identification Number:
URI: http://eprints.lancs.ac.uk/id/eprint/58758

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