ABSTRACT
This chapter will take a systemic approach to the coaching relationship and task. The relevance of a systemic orientation, a framework for understanding and methodological tools will be outlined and then applied to a case where an executive struggled with a leadership challenge. It is proposed that an understanding of theory enables a depth and breadth of practice, facilitating a second-order approach to coaching whereby beliefs, assumptions and expectations about organizational interaction can be linked to leadership behaviour. This approach contrasts with coaching accounts that emphasize technique disconnected from theory. The account is aimed to facilitate the ability to make sense of and intervene in patterns of communication, both in the coaching relationship and in leadership conversations for the coachee. A core skill of reflexive agency will be highlighted as crucial to the work of coaching, where the aim is to help the coachee develop productive patterns with those in his or her network of business concern, conversation and relationship. This network can be thought of as the communication system.
