How do internal executive coaches make sense of organisational role boundaries? An Interpretative Phenomenological Analysis study

Abstract

This study explores internal executive coaches’ sense-making of organisational role boundaries within a rail industry organisation. This cross-sectional qualitative study based on semi-structured interviews with three coaches sourced from the organisation’s internal executive coach pool, was analysed using Interpretative Phenomenological Analysis. Findings showed that coaches made sense of role boundaries by reflecting on their organisational roles, relationships within coach-coachee and non-coaching organisational contexts, and the coaching contracting process. Future research focused on exploring role boundary management strategies, potential benefits of internal coaching relationships, and the link between confidentiality, contracting and the internal coaching relationship, is suggested.

Keywords

• internal executive coaching
• organisational role boundaries
• multi-stakeholder contracting
• internal coaching relationship