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Focusing on triangular relationships among coachee, coach, and organization, the study analyzes how nine coaches interpret these dynamics, especially when conflicting interests and ethical issues arise. Coaches’ accounts are grouped into naïve, procedural, and suspicious interpretations. An adapted ethics-of-the-profession model is integrated to support ethical dilemma handling and foster ethical maturity.",{"@graph":69,"@context":121},[70,84,104],{"@type":71,"itemListElement":72},"BreadcrumbList",[73,77,79,82],{"item":74,"name":75,"@type":76,"position":8},"https://docshare.wps.com","Home","ListItem",{"item":78,"name":9,"@type":76,"position":14},"https://docshare.wps.com/document/",{"item":80,"name":40,"@type":76,"position":81},"https://docshare.wps.com/document/research-report/",3,{"item":83,"name":65,"@type":76,"position":19},"https://docshare.wps.com/document/drawing-the-triangle-how-coaches-manage-ambiguities-inherited-in-executive-coaching/648466/",{"url":83,"name":65,"@type":85,"image":86,"author":91,"headline":65,"publisher":94,"fileFormat":97,"inLanguage":63,"description":67,"dateModified":98,"datePublished":98,"encodingFormat":97,"isAccessibleForFree":99,"interactionStatistic":100},"DigitalDocument",{"url":87,"@type":88,"width":89,"height":90},"https://docshare.wps.com/thumbnails/drawing-the-triangle-how-coaches-manage-ambiguities-inherited-in-executive-coaching/648466.png","ImageObject",300,407,{"name":92,"@type":93},"\tCallum ","Person",{"url":74,"name":95,"@type":96},"DocShare","Organization","application/pdf","2026-10-23",true,{"@type":101,"interactionType":102,"userInteractionCount":4},"InteractionCounter",{"@type":103},"ViewAction",{"@type":105,"mainEntity":106},"FAQPage",[107,113,117],{"name":108,"@type":109,"acceptedAnswer":110},"What does the study examine about executive coaching?","Question",{"text":111,"@type":112},"It examines how coaches perceive triangular relationships among coachee, coach, and organization, and how conflicts of interest and ethical issues emerge in that context.","Answer",{"name":114,"@type":109,"acceptedAnswer":115},"How are coaches’ interpretations of triangular relationships categorized?",{"text":116,"@type":112},"Coaches’ explanations are grouped into three types: naïve (harmonious process), procedural (using the process to deal with conflicts), and suspicious (skeptical about conflicts of interest).",{"name":118,"@type":109,"acceptedAnswer":119},"How is the ethics framework adapted in the article?",{"text":120,"@type":112},"The ethics of the profession perspective developed for the educational sector by Shapiro and Stefkovich is adapted and integrated into Carroll and Shaw’s ethical maturity perspective to guide ethical dilemma handling and development.","https://schema.org",{"og:url":83,"og:type":123,"og:title":65,"og:site_name":95,"og:description":67},"article",{"robots":125,"canonical":83},"index,follow",{"doc_id":127,"site_id":62},648466,1792793649,{"code":4,"msg":5,"data":130},{"doc_id":127,"user_id":131,"nickname":92,"user_avatar":132,"doc_module":4,"category_id":39,"category_name":40,"doc_title":65,"doc_description":67,"doc_content":133,"file_id":134,"file_url":135,"file_type":136,"file_size":137,"view_count":4,"is_deleted":4,"is_public":8,"is_downloadable":8,"audit_status":8,"page_count":138,"language":139,"language_code":63,"site_id":62,"html_lang":63,"table_of_contents":140,"faqs":141,"seo_title":142,"seo_description":67,"update_tm":128,"read_time":143},137451211410,"https://ap-avatar.wpscdn.com/avatar/2000bb0a9246f588df?x-image-process=image/resize,m_fixed,w_180,h_180&k=1786362646172706240","Available online at [http://www.anpad.org.br/bar](http://www.anpad.org.br/bar)  \nBAR, Rio de Janeiro, v. 14, n. 4, art. 4, e170050, 2017  \n[http://dx.doi.org/10.1590/1807-7692bar2017170050](http://dx.doi.org/10.1590/1807-7692bar2017170050)  \nDrawing the Triangle: How Coaches Manage Ambiguities Inherited in Executive Coaching  \nAna Pliopas1  \nFundação Getulio Vargas, Escola de Administração de Empresas de São Paulo 1  \nReceived 30 April 2017; received in revised form 25 October 2017; accepted 14 November 2017; first published online 13 December 2017.  \nEditor’s note. Wilson Aparecido da Costa Amorim served as Action Editor for this article.  \nAbstract  \nExecutive coaching is a common leadership development intervention whose complexity is underestimated. The triangular relationships between coachee, coach, and organization give rise to conflicting interests (FatienDiochon, 2012) . This study examines how coaches perceive triangular relationships and reflect on conflicts of interest and ethical issues. During semi-structured interviews, nine coaches drew their interpretations of how triangular relationships unfold in executive coaching processes. Coaches’ explanations were categorized into three groups. There are coaches who understand executive coaching as a harmonious and congruent process, called naïve; some coaches rely on the coaching process to deal with conflicts of interest, and we called them procedural. Other coaches are skeptical when dealing with conflict of interests in triangular relationships, and were called suspicious. In order to support coaches facing ethical dilemmas that may be present in triangular relationships in the executive coaching process, the ethics of the profession perspective developed for the educational sector by Shapiro and Stefkovich (2016) was adapted and integrated into Carroll and Shaw ’s (2013) ethical maturity perspective. This adapted model offers coaches an integrative and dynamic view to foster their development and ethical maturity.  \nKey words: executive coaching; triangular relationship; ethical maturity; social constructionism.  \nIntroduction  \nExecutive coaching is a leadership development intervention frequently found in contemporary organizations (Sherman & Freas, 2004) that has gained considerable popularity since the 1980s (Feldman & Lankau, 2005; Grant, 2014; Stelter, 2009; Western, 2012) . The International Coach Federation (ICF, 2016a) found that coaching grosses USD 2.3 billion annual business revenues worldwide, with 13,895 registered coaches.  \nThere are multiple approaches to executive coaching, and different authors have inspired our definition: executive coaching is an organizational development process (de Haan, Duckworth, Birch,& Jones, 2013) conducted by a professional coach (Bozer, Sarros, & Santora, 2014), consisting of individual interactions (Reissner, 2008; Reissner & Toit, 2011), and aiming at providing meaningmaking (Reissner & Toit, 2011), and, from this, a change in executives’ attitude (Bluckert, 2006) and/or action (Joo, 2005) .  \nIn executive coaching, there are at least three stakeholders: the person receiving coaching, or coachee; the person external to the organization hired to conduct the coaching process, the coach; and those representing the organization, typically the coachee’s manager and a Human Resources professional. Other people from the organization may also be involved, like the coachee’s peers and subordinates, or even members of the board of directors.  \nIn an ideal world, organizational and executive developmental goals are congruent, and the coach, by supporting the coachee’s development, supports better performance and thus achieves organizational objectives. But this is not always the case, as organizations may have intentions quite different from the expectations of the coachee (Skinner, 2012). For example, a coachee may be interested in relating better to his/her manager, while the manager hopes the coachee will relate better to h","cbCaimAoARHMy8SS","https://ap.wps.com/l/cbCaimAoARHMy8SS","pdf",692155,23,"English","# Introduction\n## Triangular relationships in executive coaching\n## Ethical dilemmas and ethical maturity","[{\"question\":\"What does the study examine about executive coaching?\",\"answer\":\"It examines how coaches perceive triangular relationships among coachee, coach, and organization, and how conflicts of interest and ethical issues emerge in that context.\"},{\"question\":\"How are coaches’ interpretations of triangular relationships categorized?\",\"answer\":\"Coaches’ explanations are grouped into three types: naïve (harmonious process), procedural (using the process to deal with conflicts), and suspicious (skeptical about conflicts of interest).\"},{\"question\":\"How is the ethics framework adapted in the article?\",\"answer\":\"The ethics of the profession perspective developed for the educational sector by Shapiro and Stefkovich is adapted and integrated into Carroll and Shaw’s ethical maturity perspective to guide ethical dilemma handling and development.\"}]","Drawing the Triangle - How Coaches Manage Ambiguities Inherited in Executive Coaching | PDF",58]