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

Research output: Contribution to journalJournal articlepeer-review

<mark>Journal publication date</mark>09/2013
<mark>Journal</mark>Management Learning
Issue number4
Number of pages18
Pages (from-to)319-336
Publication StatusPublished
Early online date25/06/12
<mark>Original language</mark>English


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.