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.

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Authors

Bachkirova, Tatiana

Oxford Brookes departments

Oxford Brookes Business School

Dates

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


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


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