International Coaching Psychology Review 4(1) 105-110.
The paper proposes a schematic framework the Coaching and Leadership Alliance Framework for the building of effective coaching and leadership alliances. The framework provides a way for coaches and leaders to contextualize the self-management process and to support clients and team members to maximize the impact of their coaching and leadership effectiveness. The framework explains the progressive antecedents and building process common to the majority of effective and professionally productive coaching or leadership relationships and positions the process of self- management itself at the centre of all successful leadership and coaching alliances. This framework highlights the importance of the coach or leader's own self-focused development in ensuring the effectiveness of the coaching and leadership relationship. Both researchers and practitioners are encouraged to reflect upon the coaching and leadership alliance from the phenomenological context of relationship in support of our efforts to broaden and deepen our understanding of both practices beyond the current limitations of models and competencies.
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