Self‐realisation and control in the discourse practice of management coaching

Abstract

Purpose

The purpose of this paper is to analyse the construction of discourses in current popular management models described in the field of management coaching in order to examine the disciplining forms and the type of authority appeal drawn upon in these models.

Design/methodology/approach

The authors apply a discourse analysis to two selected works on management coaching in order to investigate the rhetorical articulation of the coaching concept in terms of established discourses of management.

Findings

It seems that the analysed works draw on both a rationalistic and a spiritual paradigm of disciplining. Self‐realisation is mainly a superficial change. The discourse pattern thus fits into a wider social postmodern context in which social order seems to be constituted through a blending of rational and spiritual discourse order.

Practical implications

The analysis provides insight into the extent to which management coaching practices are likely to facilitate intrinsic employee involvement and hence organisational innovation and learning.

Originality/value

Since there are only sparse studies of discourse analysis within management coaching, the study provides new insight into how a rather new emerging management technique constructs and disciplines the employee's project of self‐realisation.

Citation

Ellerup Nielsen, A. and Nørreklit, H. (2012), "Self‐realisation and control in the discourse practice of management coaching", Employee Relations, Vol. 34 No. 2, pp. 159-176. https://doi.org/10.1108/01425451211191878