Article
Developing self-compassion in leadership development coaching: A practice model and case study analysis
Wasylyshyn, Karol M.
Masterpasqua, Frank
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Abstract
Compassion, and especially self-compassion, are commonly understood as being antithetical to leadership and organisational success. In this article, a review of research from different scientific disciplines indicates that these positive affiliative emotions are as much a part of human survival and wellbeing, as are the need for personal safety and achievement. Counter-intuitively, this research indicates that allowing for self-compassion can influence increases in personal and organisational achievement. In the second part of the paper, a model of coaching is presented that can support the development of self-compassion, as well as organisation-wide compassion. We propose that experienced executive coaches can enhance business leaders’ self-compassion in three phases. The first gauges and leverages the client’s readiness for increasing self-compassion. In the second phase, noticing, feeling and responding to suffering are applied to the client’s lived experiences. Finally, the executive coach uses four coaching dimensions to inform actions in client meetings that help to enhance self-compassion. In the final section of the paper indications for future research in the area of self-compassion as a leadership asset are provided.