Blackman, Anna, and Clutterbuck, David (2018) What does good practice look like? In: Blackman, Anna, Kon, Derrick, and Clutterbuck, David, (eds.) Coaching and Mentoring in Asia Pacific. Routledge, Abingdon, UK, pp. 39-53.

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Abstract

[Extract] A coach is said to be someone who establishes options, introduces challenges and initiates alternative behavious (Witherspoon & White, 1996). According to Eggers and Clark (2000) and Evers, Brouwers and Tomic (2006) a coach is someone who is able to prompt the coachee (the person being coached) with questions so that they are able to discover the answers themselves. The role of an executive coach is to provide feedback about the executive's behaviour and the impact that behaviour is having on others both within and outside the organisation (O'Neill, 2000); Witherspoon & White, 1996). It is argued that with this feedback executives are able to gain an increase in their performance and that of their team with an increased sense of self-awareness, self-esteem and better communication with their work colleagues (Kilburg, 1996). In turn this should lead to increased morale, productivity and higher profits (Kampa-Kokesch & Anderson, 2001; Smith, 1993).

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