the
field lacks universally recognised standards of expertise and
empirical research on its praxis in management consultancy
(Kilburg & Diedrich, 2007). The results of executive coaching
have been brilliant, effective, bad or mixed (Brunning, 2006).
Harmful results are ascribed to executive coaches lacking
rigorous psychological training. Lee (2010) lauded the
psychodynamic approach to coaching because of its capacity
to work below the surface and to manage boundaries, but
cautioned that its depth was not always appropriate to shortterm,
pragmatic engagements.