Journal Article

Self-deception in coaches: An issue in principle and a challenge for supervision

Abstract

This article describes an exploratory study aimed at investigating factors contributing to the phenomenon of self-deception in coaches. Six experienced coaching supervisors were interviewed in accordance with the Conceptual Encounter research methodology. The results are presented in a model of self-deception in coaches. The model consists of three main sections, which include the nature of self-deception, contextual influences on self-deception and the focused influence on self-deception in coaching supervision. These themes are discussed in light of the structural analysis of the literature on self-deception performed from a pragmatic perspective. The paper concludes by considering how the results of the study add to current debates on the nature of self-deception and what implications the findings might have for coaches, coaching supervisors and other practitioners engaged in the development of individuals in organisations.

Attached files

Authors

Bachkirova, Tatiana

Oxford Brookes departments

Oxford Brookes Business School

Dates

Year of publication: 2015
Date of RADAR deposit: 2019-11-25

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This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License

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Related resources

This RADAR resource is the Accepted Manuscript of Self-deception in coaches: an issue in principle and a challenge for supervision