비즈니스 코칭에서 코치와 고객의 라포에 대한 주관성연구 = A Subjectivity Study on Rapport between Coaches and Clients in Business Coaching

다국어 초록 (Multilingual Abstract)

This purpose of this study is to explore the types of rapport perceived by coaches and clients in business coaching, examine the characteristics and differences of the derived types, and understand how rapport is perceived in the coaching relationship. Based on this understanding, the study aims to present theoretical and practical implications for improving the quality of coaching relationships and enhancing coaching effectiveness. Business coaching does not occur merely within a one-to-one relationship between coach and client, but takes place within an organizational context in which organizational goals, performance expectations, human resource systems, third-party involvement, confidentiality, and evaluation structures operate together. Therefore, rapport in business coaching needs to be understood not simply as intimacy or a positive relational atmosphere, but as a core relational experience that enables clients’ self-disclosure, reflection, execution, and change.
Previous coaching studies have emphasized the quality of the coaching relationship as an important factor explaining coaching effectiveness. However, rapport itself has not been sufficiently explored as an independent research subject. In particular, existing studies have tended to address rapport as a relational variable explaining coaching outcomes or as part of a coach’s competence, while subjective explorations of how coaches and clients give meaning to rapport have been limited. Accordingly, this study sought to explore how the perception types of rapport appear among coaches and clients in business coaching, and to understand how rapport is perceived by examining the characteristics of each type and the differences among them.
To systematically explore and classify these subjective perception structures, this study applied Q methodology. The researcher constructed the Q population regarding the meaning of rapport through literature analysis and in-depth interviews, and selected 40 final Q samples through a review process. Subsequently, 30 coaches and 30 clients with experience in business coaching were selected as the P sample and participated in Q sorting. The collected data were analyzed using the Ken-Q program. As a result of the analysis, four types of rapport perception were derived from each of the coach and client groups. The coach group consisted of four types: “empathy–trust type,” “goal–professional type,” “organizational insight type,” and “customized execution type.”
The empathy–trust type promotes clients’ trust formation and self-disclosure based on sincere interest in and understanding of the client, and understands rapport as a stable trust-based relationship. The goal–professional type clarifies clients’ goal awareness and direction for problem-solving through coaching dialogue, including questioning, listening, and reflection, and understands rapport as a process that enhances clients’ goal clarification, feasibility of execution, and change. The organizational insight type promotes clients’ self-disclosure and participation in coaching based on an understanding of the organizational context and emotional situation in which clients are placed, and understands rapport as a relationship that accepts and understands the client’s role and organizational culture. The customized execution type promotes clients’ behavioral change and goal achievement based on understanding of the client and customized approaches, and understands rapport as a relationship that enhances the feasibility of coaching goal execution and supports performance creation.
The client group also consisted of four types: “trust–openness type,” “emotional acceptance type,” “inner reflection type,” and “respect–autonomy type.” The trust–openness type understands rapport as a cooperative relationship in which the coach and client set goals together and coordinate the direction of execution based on mutual respect and collaboration. The emotional acceptance type places importance on the meaning of being respected in one’s values and emotionally accepted through a warm emotional connection and intimacy with the coach, and understands rapport as an intimate relationship in which one can express oneself openly. The inner reflection type values the experience of freely expressing one’s thoughts and emotions and becoming immersed in coaching dialogue based on empathy and understanding, and understands rapport as a relationship that helps clients deeply reflect on themselves and explore their inner world while feeling psychologically safe. The respect–autonomy type understands rapport as a mutually cooperative relationship in which clients gradually participate in coaching in their own way through voluntary engagement, based on the coach’s listening and understanding of the client.
In this way, coaches and clients in business coaching commonly perceived rapport as a core relational foundation formed on the basis of trust, respect, empathy, and mutual understanding. This indicates that rapport is understood as the starting point of the coaching relationship and as an important relational condition that shapes the quality of coaching dialogue. Meanwhile, when the characteristics of each type were synthesized, coaches and clients were found to construct the meaning of rapport differently according to their roles and experiences.
For coaches, rapport was understood as a professional relational resource that facilitates clients’ self-disclosure and immersion in coaching dialogue, and enables goal clarification, understanding of organizational context, and performance facilitation. In contrast, for clients, rapport was perceived as a psychological and emotional relational meaning that enables them to express themselves without evaluation or judgment, feel emotionally understood, and experience self-reflection and autonomous growth.
These findings show that rapport in business coaching does not remain merely at the level of intimacy or emotional bonding, but is a relational meaning differently constructed according to the roles, expectations, and organizational contexts of coaches and clients. In other words, while coaches understood rapport as the foundation that enables coaching performance, change, and performance facilitation, clients perceived rapport as a relational foundation that enables psychological safety, self-understanding, and growth experiences.
Therefore, rapport in business coaching needs to be understood not as a secondary element of coaching, but as a core factor that supports both the quality of the coaching relationship and the possibility of client change. This study is significant in that it provides foundational data for a deeper understanding of the quality of coaching relationships by exploring the perception types and characteristics of rapport among coaches and clients in business coaching. In addition, the findings may contribute to theoretical and practical discussions aimed at improving the quality of coaching relationships and enhancing coaching effectiveness in the future.

목차 (Table of Contents)

• 제1장 서 론 1
• 제1절 연구의 필요성 및 목적 1
• 제2절 연구 문제 8
• 제2장 이론적 배경 9
• 제1절 비즈니스 코칭 9
• 1. 비즈니스 코칭의 개념 9
• 2. 비즈니스 코칭의 특성 11
• 3. 비즈니스 코칭에서 라포의 효과성 14
• 제2절 라포 19
• 1. 라포의 개념 19
• 2. 라포의 구성요소 및 특성 21
• 3. 라포와 비즈니스 코칭 26
• 제3절 코칭동맹 28
• 1. 코칭동맹의 개념 28
• 2. 코칭동맹의 구성요소 및 특성 30
• 3. 코칭동맹과 라포 34
• 제4절 상호교환이론 36
• 1. 상호교환이론의 개념 36
• 2. 상호교환이론의 구성요소 및 특성 38
• 3. 상호교환이론과 라포 41
• 제5절 비즈니스 코칭에서 라포, 코칭동맹, 상호교환이론 44
• 1. 비즈니스 코칭에서 라포, 코칭동맹, 상호교환이론의 의미 44
• 2. 비즈니스 코칭에서 라포, 코칭동맹, 상호교환이론의 통합적 관계 47
• 제3장 연구 방법 49
• 제1절 Q 방법론 49
• 1. Q 방법론의 개념 49
• 2. Q 방법론의 적합성 50
• 제2절 연구 단계 및 절차 52
• 1. 1단계 : Q 모집단 구성 54
• 2. 2단계 : Q 표본 선정 62
• 3. 3단계 : P 표본 선정 74
• 4. 4단계 : Q 분류 78
• 5. 5단계 : 자료 처리 및 분석 81
• 제4장 연구 결과 84
• 제1절 비즈니스 코칭에서 코치의 라포에 대한 인식 유형 84
• 1. Q 유형 분류 84
• 2. 상관관계 분석 85
• 3. 유형별 인자가중치 분석 86
• 4. 코치 유형별 Q 진술문의 Z점수 및 Q-sort 값 88
• 제2절 비즈니스 코칭에서 코치의 라포에 대한 유형별 특성 95
• 1. 유형 1 : 공감 신뢰형 95
• 2. 유형 2 : 목표 전문형 103
• 3. 유형 3 : 조직 통찰형 113
• 4. 유형 4 : 맞춤 실행형 122
• 제3절 비즈니스 코칭에서 고객의 라포에 대한 인식 유형 133
• 1. Q 유형 분류 133
• 2. 상관관계 분석 134
• 3. 유형별 인자가중치 분석 135
• 4. 고객 유형별 Q 진술문의 Z점수 및 Q-sort 값 138
• 제4절 비즈니스 코칭에서 고객의 라포에 대한 유형별 특성 142
• 1. 유형 1 : 신뢰 개방형 142
• 2. 유형 2 : 정서 수용형 149
• 3. 유형 3 : 내면 성찰형 159
• 4. 유형 4 : 존중 자율형 169
• 제5장 논의 및 결론 182
• 제1절 논의 182
• 제2절 결론 190
• 참 고 문 헌 196
• 부 록 209
• ABSTRACT 227