ABSTRACT

Providing both a depth and breadth of examples of ethical dilemmas which coaches may face as part of their practice, this book is the first comprehensive handbook of case studies in the field, supporting coaches in developing their ethical awareness and competence.

The world of coaching has become increasingly complex over the past two decades. While the professional bodies have all released codes of conduct or ethical guidelines, these at best deal with general principles and serve as a point of reference for reflection. Ethical Case Studies for Coach Development and Practice is an essential accompaniment for coaches. Written by seasoned practitioners, this companion coaching case study book offers a more personal perspective on ethics in practice. Its simple structured layout and focus on ethical dilemmas make it an attractive course supplementary text and resource for practitioners. Divided into two sections, the guide explores the following themes: ethical development, coach education, one-to-one coaching, individual and group supervision, team coaching, external coaching assignments, internal coaching, digital and AI coaching, power in coaching, and the promotion of coaching.

This book is a vital resource for coaches at all levels of experience in their professional coach journey, and for those with more experience in the development of ethical thinking and practice such as supervisors, consultants in leadership development, human resource professionals, and students on coaching postgraduate programmes and in private coach education.

part One|32 pages

Working with case studies for coach ethical development

chapter Chapter 2|15 pages

Case formulation

A tool for working with coaching case studies

part Two|172 pages

Case studies

chapter Case study 1|4 pages

Coaching the “boss from hell”

chapter Case study 3|5 pages

Death of a parent

Coaching or therapy?

chapter Case study 4|4 pages

Protecting boundaries

One coach, two clients

chapter Case study 5|5 pages

Focusing on the whole person

Co-creating successful coaching outcomes in organizations

chapter Case study 6|4 pages

Collusion brought to coach supervision

chapter Case study 7|5 pages

When mental health shows up in cross-professional group supervision

Listening to different perspectives

chapter Case study 8|4 pages

How many hats?

chapter Case study 10|5 pages

Dual roles

Coach educators serving as coach supervisors

chapter Case study 16|4 pages

To coach or not to coach

Clients with few resources

chapter Case study 18|4 pages

Three-way contracting

What are your legal and ethical responsibilities?

chapter Case study 19|4 pages

Between a rock and a hard place

Coaching clients within the same organization

chapter Case study 20|4 pages

Multi-layer alignment

chapter Case study 21|4 pages

Internal coach and mental health

chapter Case study 23|4 pages

Internal coaching

Prejudice against women leaders

chapter Case study 24|4 pages

Power challenges with autocratic leadership

chapter Case study 25|3 pages

Where the coaching topic overlaps with the day job

chapter Case study 31|5 pages

Cultural translations

chapter Case study 33|4 pages

Under one condition

A case of identity-based aggression

chapter Case study 34|4 pages

Power play

Shifting roles and the ripple effects of legacy leaders

chapter Case study 35|4 pages

Coaching in the neurodivergent landscape