Power and the tale: coaching as storyselling

Abstract

Purpose

This paper aims to propose, discuss and evaluate a four‐stage model of storyselling and its accompanying power dynamics, which are at the heart of coaching in organisations.

Design/methodology/approach

This paper is informed by a social constructionist view of coaching.

Findings

The conceptualisation of the coaching process as a series of storyselling activities highlights the power of storytelling to facilitate management development through coaching on the one hand and the potential for manipulation and abuse on the other.

Research limitations/implications

The application of storytelling in organisational coaching as well as the darker and manipulative side of storyselling in the coaching process and relationships should inform future research into these important phenomena.

Practical implications

An analysis of the complex nature of the dynamics of coaching and the multi‐layered nature of the relationship between coach, organisation and coachee will be of benefit to practising coaches, purchasers and recipients of coaching as well as researchers interested in coaching.

Originality/value

The value of this paper lies in the exploration of the relatively new concept of storyselling and accompanying power dynamics in an organisational coaching context.

Citation

Reissner, S.C. and Du Toit, A. (2011), "Power and the tale: coaching as storyselling", Journal of Management Development, Vol. 30 No. 3, pp. 247-259. https://doi.org/10.1108/02621711111116171