The purpose of this paper is to show the advantages and disadvantages of internal and external executive coaching. To this end, it offers a thorough review of the literature and an exploratory study based on the Delphi method with 40 selected experts, who gave answers based on their own experience. The results indicate that the decision on whether to opt for internal coaching (IC), external coaching (EC) or both depends on the objectives to be achieved, the capacity of the organisation and an awareness of the characteristics of the two types. IC is viable when there is a high level of trust in the confidentiality of the process; there are a large number of processes to be carried out; the hierarchical status of the executives is not greater than that of the coaches and the culture of the organisation views coaching as an executive responsibility. EC is the best option for small organisations, for one-off interventions, for top executives and for organisations whose culture does not promote this practice among its own executives. The findings could assist companies in deciding which type of coaching is best suited to their needs, coaches and coachees in achieving greater improvement and better outcomes and offer a clearer view of this segment. The study also sets out the reasoning offered by the experts and provides recommendations for future research.
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