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Confidentiality in Coaching Discussion Post / Case Study (Case Study Sample)


Week 3, you discovered that coaching for leadership development involves several stakeholders besides the client (i.e., the client's supervisor, the client's peers and employees, and human resources). In some manner, many, if not all, of the stakeholders are involved in the coaching process. The inclusion of stakeholders may present unique ethical and legal dilemmas for which coaches must be prepared. One such dilemma involves confidentiality. Think for a moment about what you might do, as a coach, if a client's supervisor asks you how the client is progressing. Alternatively, think about what you might say if a client asks you to name employees who gave negative reviews in his or her 360-degree feedback survey. In addition to stakeholder inclusion, other ethical and legal dilemmas may arise from a client's assumptions about the purpose of coaching. For instance, some clients may view coaching as an opportunity to work on personal issues, particularly if the coach also is a psychologist. Coaches must address such situations carefully to avoid ethical and legal ramifications.
To prepare for this Discussion:
• Review the article, "Confidentiality in Coaching," and pay particular attention to the ethical and legal confidentiality considerations that are evident in "Case 2." Consider the author's six specific recommendations to address these concerns.
• Review the online chapter, "Media Perceptions of Executive Coaching and the Formal Preparation of Coaches." Focus on the "Discussion" and "Conclusion" sections and think about the ethical and legal issues related to coaching qualifications and professional conduct. Consider how you might address each of these issues.
• Review the online chapter, "Facilitating Intervention Adherence in Executive Coaching: A Model and Methods." Think about the ethical dilemmas that may arise from the adherence issues related to coaching for leadership development. Consider how such dilemmas might be resolved in an ethical manner.
• Review Dr. Curphy's presentation, "Ethics and Legalities," in the Course Media and skim the online case studies from the Walden Library. Consider the ethical and legal concerns that may arise in coaching for leadership development and how you might resolve these issues.
• Review the ICF, IAC, and APA codes of ethics. Pay particular attention to the ethical guidelines related to coaching for leadership development.
• Review the Course Case Studies, provided in the Introduction area, and select one client to use for this Discussion.
• Identify at least two potential ethical and/or legal dilemmas that might occur in the selected case study.
• With the ICF, IAC, and APA codes of ethics in mind, think about how you might resolve the ethical and/or legal dilemmas you identified.
With these thoughts in mind:
Post by Day 4 a brief description of at least two potential ethical and/or legal dilemmas that might occur in your selected case study. Explain how you would resolve each dilemma, using specific guidelines from the ICF, IAC, and APA codes of ethics.


Q: a brief description of at least two potential ethical and/or legal dilemmas that might occur in your selected case study. Explain how you would resolve each dilemma, using specific guidelines from the ICF, IAC, and APA codes of ethics.
In executive coaching there is a need to consider the ethical and/ or legal issues to improve outcomes for individuals, groups and the organization. Individuals may also be cautious with handling of personal information even when dealing with coaches. The cornerstones of coaching are truth and confidentiality, since coaches need to establish functional relationship with the clients (Greenfield & Hengan, 2004). Unlike other professionals like a psychologist, for example, there is no strict code of ethics or professional standards, as executive coaching is a relatively new profession. The executive coaches are concerned with professional growth and development of an individual. The case of Lila requires confidentiality and trust as well as coaching qualifications and professional conduct.
One of the reasons why it is important to share with the executive coaches is that they have a more holistic picture of the client. This is also necessary as the coach focuses on what is in the best interest of the individual. Nonetheless, as there are concerns about confidentiality, this ought to be addressed at the beginning of the association between the client and the coach , before trust issues start affecting the coaching process. Information helps to make better quality decisions to improve outcomes.
Lila has sought the help of a leadership development coach, but has not informed the leadership about her decision to seek coaching, and she is most likely to be concerned with maintaining confidentiality. The American Psychological Association (APA) Code of Ethics highlights that psychologists are obligated to maintain confidentiality and understand the limits of confidentiality, depending on professional standard institutional rules, relationship or regulations. To address the ethical dilemma of confidentiality, the first thing is to discuss this with the client if they are legally allowed to give consent and address the likely use of the information generated. This will be prioritized as the client will be expected to improve her people management skills and even learning when only few of her juniors know about the coaching leadership program.
Even though, Lila has not involved the organization in the executive coaching, the organization normally has a claim on the information that is confidential, unlike the cases when a client seeks private counseling and pays for this. The clients is interested in how the information is shared, but there will also be a need to contact the other executives to get a more holistic view about Lila. Nonetheless, as a coach maintaining strict confidentiality with regards to the coaching process will go a long way in fostering and maintaining mutual trust with the client. When there will be reports on the client

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