Working Alliance Theory in Workplace Coaching: A Pilot Study Exploring the Missing Role of the Organization
Working alliance theory describes the therapist–client relationship in psychotherapy and has been adapted to study workplace coaching effectiveness. The application of this theory in workplace coaching research has produced mixed results suggesting that additional factors could be at play. In workpl...
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| Published in | The Journal of applied behavioral science Vol. 60; no. 2; pp. 310 - 332 |
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| Main Authors | , |
| Format | Journal Article |
| Language | English |
| Published |
Los Angeles, CA
SAGE Publications
01.06.2024
SAGE PUBLICATIONS, INC |
| Subjects | |
| Online Access | Get full text |
| ISSN | 0021-8863 1552-6879 |
| DOI | 10.1177/00218863221136125 |
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| Abstract | Working alliance theory describes the therapist–client relationship in psychotherapy and has been adapted to study workplace coaching effectiveness. The application of this theory in workplace coaching research has produced mixed results suggesting that additional factors could be at play. In workplace coaching, the organization often pays for and influences the coaching process. The role of the organization in the working alliance between coach and coachee has, however, not been studied sufficiently. his exploratory, hybrid deductive–inductive qualitative study used the Working Alliance Inventory as theoretical lens to examine coachees’ perspectives on the organizational role in the coach–coachee working alliance. The findings indicate that organizations have a direct impact on the bond, task, and goals of the working alliance by facilitating the coaching process, influencing the coaching agenda and contract, and through coach selection. This tentative analysis suggests that measurements of the working alliance should be extended to include these organizational aspects. |
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| AbstractList | Working alliance theory describes the therapist–client relationship in psychotherapy and has been adapted to study workplace coaching effectiveness. The application of this theory in workplace coaching research has produced mixed results suggesting that additional factors could be at play. In workplace coaching, the organization often pays for and influences the coaching process. The role of the organization in the working alliance between coach and coachee has, however, not been studied sufficiently. his exploratory, hybrid deductive–inductive qualitative study used the Working Alliance Inventory as theoretical lens to examine coachees’ perspectives on the organizational role in the coach–coachee working alliance. The findings indicate that organizations have a direct impact on the bond, task, and goals of the working alliance by facilitating the coaching process, influencing the coaching agenda and contract, and through coach selection. This tentative analysis suggests that measurements of the working alliance should be extended to include these organizational aspects. |
| Author | Terblanche, N. H. D. Kruger, F. |
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| Keywords | coaching success working alliance theory workplace coaching working alliance inventory working alliance coachee perspective |
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| Snippet | Working alliance theory describes the therapist–client relationship in psychotherapy and has been adapted to study workplace coaching effectiveness. The... |
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| SubjectTerms | Alliances Client relationships Coaching Institutional aspects Organization theory Organizational effectiveness Pilot projects Psychotherapy Therapeutic alliances Workplaces |
| Title | Working Alliance Theory in Workplace Coaching: A Pilot Study Exploring the Missing Role of the Organization |
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