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

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Towards co-constructed coaching: exploring the integration of coaching and co-constructed autoethnography in leadership development. / Kempster, Stephen; Iszatt-White, Marian.
In: Management Learning, Vol. 44, No. 4, 09.2013, p. 319-336.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Kempster, S & Iszatt-White, M 2013, 'Towards co-constructed coaching: exploring the integration of coaching and co-constructed autoethnography in leadership development', Management Learning, vol. 44, no. 4, pp. 319-336. https://doi.org/10.1177/1350507612449959

APA

Kempster, S., & Iszatt-White, M. (2013). Towards co-constructed coaching: exploring the integration of coaching and co-constructed autoethnography in leadership development. Management Learning, 44(4), 319-336. https://doi.org/10.1177/1350507612449959

Vancouver

Kempster S, Iszatt-White M. Towards co-constructed coaching: exploring the integration of coaching and co-constructed autoethnography in leadership development. Management Learning. 2013 Sept;44(4):319-336. Epub 2012 Jun 25. doi: 10.1177/1350507612449959

Author

Kempster, Stephen ; Iszatt-White, Marian. / Towards co-constructed coaching : exploring the integration of coaching and co-constructed autoethnography in leadership development. In: Management Learning. 2013 ; Vol. 44, No. 4. pp. 319-336.

Bibtex

@article{efedb300484d49298f14e7408ae3d8a4,
title = "Towards co-constructed coaching: exploring the integration of coaching and co-constructed autoethnography in leadership development",
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. ",
keywords = "autoethnography, executive coaching, leadership development, practice, co-constructed coaching",
author = "Stephen Kempster and Marian Iszatt-White",
year = "2013",
month = sep,
doi = "10.1177/1350507612449959",
language = "English",
volume = "44",
pages = "319--336",
journal = "Management Learning",
issn = "1350-5076",
publisher = "SAGE Publications Ltd",
number = "4",

}

RIS

TY - JOUR

T1 - Towards co-constructed coaching

T2 - exploring the integration of coaching and co-constructed autoethnography in leadership development

AU - Kempster, Stephen

AU - Iszatt-White, Marian

PY - 2013/9

Y1 - 2013/9

N2 - 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.

AB - 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.

KW - autoethnography

KW - executive coaching

KW - leadership development

KW - practice

KW - co-constructed coaching

U2 - 10.1177/1350507612449959

DO - 10.1177/1350507612449959

M3 - Journal article

VL - 44

SP - 319

EP - 336

JO - Management Learning

JF - Management Learning

SN - 1350-5076

IS - 4

ER -