Special issue on the relationship in executive coaching

Citation

(2009), "Special issue on the relationship in executive coaching", Journal of Management Development, Vol. 28 No. 2. https://doi.org/10.1108/jmd.2009.02628baa.001

Special issue on the relationship in executive coaching

Article Type: Call for papers From: Journal of Management Development, Volume 28, Issue 2

Guest Editors:

Erik de Haan and Charlotte SillsAshridge Centre for Coaching

In recent years, a focus on relationship and relating has become a major trend in the world of psychology, philosophy, organizational and management theory, and consulting. Many influences combine to bring this about. Developments in postmodern philosophy and complexity theory highlight the interconnectedness of discourse and organizations and the importance of pattern. In psychology, neuroscientific research and infant observation demonstrate the vital importance of relationship to the development of the human brain and sense of self. A substantial body of research into a successful outcome of therapy and counselling – and more recently coaching – identifies relationship factors as the best predictor of effectiveness. Last but not least, psychological theories as well as life experiences tell us that patterns of relating repeat themselves and are often the source of challenge.

Relational coaching sees relationship of all kinds (e.g. to self, to colleagues, to the organization) as being central to the focus of the coaching work and identifies the coaching relationship as the chief vehicle for change – the forum where patterns can be explored and where change can emerge. It is based on the fact that there are two “subjectivities” in the coaching room – each engaged in shaping, and being shaped by, the other. This lens on the work gives rise to many questions. What sort of relationship is most effective – simply a relationship of empathic acceptance or is there some other level at which the coaching relationship has impact? How is relational theory translated into practice? Is it possible to combine mutuality and asymmetry? What is the implication for the general tasks of coaching? How does relational coaching fit in the world of business?

This special issue of the Journal of Management Development will critically explore the relational movement in the field of executive coaching. We invite colleagues to join us in an exploration of the relational approach by sharing your ideas and experiences – both theory and practice – in order to sharpen the debate and create new learning in the field.

Papers with length between 4,500 and 7,000 words, and possibly including cases studies, are invited in such areas as:

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  Relational approaches to executive coaching.

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  Research into the coaching relationship.

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  The development of an effective coaching relationship.

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  Critical moments in relating.

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  Challenges for the relational coach in the business context.

Important date

Deadline for the submission of full papers: 1 July 2009.

Review process and submission of papers

.All manuscripts will be double-blind reviewed.

.Manuscripts should follow the style guidelines of the Journal of Management Development online at: http://info.emeraldinsight.com/products/journals/author_guidelines.htm?id=jmd and are submitted with the understanding that they are original, unpublished works and are not being submitted elsewhere.

For any further information please contact:Dr Erik de Haan (Erik.deHaan@ashridge.org.uk); or Professor Charlotte Sills (charlotte.sills@ashridge.org.uk).