Working Alliance Theory in Workplace Coaching: A Pilot Study Exploring the Missing Role of the Organization

Abstract

Working alliance theory describes the therapist–client relationship in psychotherapy and has been adapted to study workplace coaching effectiveness. The application of this theory in workplace coaching research has produced mixed results suggesting that additional factors could be at play. In workplace coaching, the organization often pays for and influences the coaching process. The role of the organization in the working alliance between coach and coachee has, however, not been studied sufficiently. his exploratory, hybrid deductive–inductive qualitative study used the Working Alliance Inventory as theoretical lens to examine coachees’ perspectives on the organizational role in the coach–coachee working alliance. The findings indicate that organizations have a direct impact on the bond, task, and goals of the working alliance by facilitating the coaching process, influencing the coaching agenda and contract, and through coach selection. This tentative analysis suggests that measurements of the working alliance should be extended to include these organizational aspects.