This exploratory case study explores how executive coaches across Asia adapt coaching from the conventional (essentially Western) understanding to make it culturally congruent for their clients. It presents how coaching is personalized to an Eastern ethos; thus constructively challenging coaching concepts and practices that are believed to be universally applicable. The findings bring out how the deeply embedded concept of social hierarchy influences the role and status of the coach in Asian culture. Whether the social hierarchy draws its strength from Confucianism or the Hindu tradition it shapes the expectations that clients have from the coach and coaching. International coaches working with Asian clients will appreciate that they need to flex their coaching style to suit the social context of their clients. A proposed framework can be used by international coaches working with Asian clients to understand what is required for cultural adaptation.
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