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- W2955852783 abstract "Since the late 1980s, business coaching has generated an increasing interest, mostlyin Western organizations, where new skills seem to be required to face uncertainand changing environments. Therefore, coaching appears as a support to managerslooking for new landmarks or ways to achieve increased performance, as well asto HRM managers who have adopted it as a new business tool to develop theiremployees. However, there are risks in adopting this ‘solution’ too rapidly and itsimplementation requires great care. Since many different stakeholders are involved,a full range of expectations are raised, either explicitly or implicitly, consciouslyor unconsciously, making coaching a rather ambiguous practice. Thus coachingraises a number of underlying ethical issues relating to the use of coaching madeby the three main stakeholders: the coach, the coachee and the sponsor. Who reallybenefits from coaching in organizations? What interests does the coach serve? Underwhich conditions should coaching be implemented as a successful HRM practice?" @default.
- W2955852783 created "2019-07-12" @default.
- W2955852783 creator A5085625383 @default.
- W2955852783 date "2012-08-06" @default.
- W2955852783 modified "2023-09-25" @default.
- W2955852783 title "Ethical challenges in business coaching" @default.
- W2955852783 cites W2137472040 @default.
- W2955852783 doi "https://doi.org/10.4324/9780203119013-33" @default.
- W2955852783 hasPublicationYear "2012" @default.
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