Dorota Joanna Bourne ^1* Kurt April ² Babar Dharani ²

• ¹ Henley Business School, University of Reading, Reading, United Kingdom
• ² Graduate School of Business, University of Cape Town, Cape Town, South Africa

The first article, "Exploring the Role of Dynamic Presencing in Fostering Transformative Leadership Development During Disruptive Times" (Proches et al., link to paper here), introduces Dynamic Presencing as a method for cultivating inner leadership capabilities through self-awareness. This paper focuses on how identity work within group coaching can help leaders navigate VUCA conditions of today's world. By integrating personal transformation with leadership identity development, the article offers novel insights into how coaching can empower leaders to manage disruption more effectively and how identity work through Dynamic Presencing deepens leadership transformation, confidence and resourcefulness. The authors offer a novel coaching method that links identity work with leadership adaptability.In "The MAP (Me-as-a-Process) Coaching Model: A Framework for Coaching Women's Identity Work in Voluntary Career Transitions" (Snape, link to paper here), the focus is on women undergoing voluntary career transitions. The article introduces the MAP Coaching Model, which addresses the emotional and psychological complexities involved in these transitions and helps coaches guide clients through the identity shifts that accompany career changes. The model identifies four stages of identity work and offers coaches a structured framework to support their clients. This paper contributes to the growing body of literature on gender, career transition, and coaching, emphasising the importance of identity-focused coaching for women in leadership roles. Identity" (Tawadros et al., link to paper here) explores how intersectional social identity differences, such as race, gender, and class, affect the coaching relationship and identity. The authors argue that conventional coaching models often narrowly perpetuate Western ideals of leadership, and introduces the concept of the 'implicated subject', a framework for understanding how social power dynamics influence identity. The study draws on real-life coaching examples to illustrate how addressing social differences directly in coaching can enrich the working alliance between coach and coachee. The authors conclude that a relational approach to coaching, which incorporates discussions of social difference, can lead to deeper insights and more meaningful identity work.In "Decolonial Identities in the Leadership Coaching Space: Against Neoliberal Leader Identity Regulation" (Seyama and Belang, link to paper here), the focus shifts to how coaching can resist neoliberal identity frameworks that often dominate leadership development. The authors argue that conventional coaching models often perpetuate Western ideals of leadership that do not resonate with individuals from marginalised backgrounds. Drawing on Black feminist pedagogy, this paper presents a decolonial, critically conscious approach to coaching, emphasising how honouring decolonial identities can foster authentic leadership development.Using qualitative research, the study demonstrates how a decolonial coaching framework can help leaders from Black and Indigenous communities develop authentic leadership identities that are rooted in their cultural heritage.The final paper, "Exploring Identity in Coaching: Insights into Coaches' Understanding and Approach" (Lazarus, link to paper here), examines how executive coaches engage with identity issues during their sessions. The study, based on interviews with 14 executive coaches, uncovers a significant gap in coach education regarding identity work and calls for a more systematic/structured approach and advocates for coach education programs to include identity work as a core competency. The findings underline the necessity for a systematic approach to help coachees navigate identity conflicts, especially in today's rapidly changing world.The articles featured in this issue collectively highlight the central role of identity in coaching, particularly in contexts of leadership and personal mastery. As individuals navigate and make sense of complex social, professional, and cultural environments, their identities are constantly being reshaped. Coaching provides a crucial space for this identity work, offering individuals the opportunity to explore who they are, who they want to become, and how they can align their identities with their professional roles.Research consistently shows that individuals who engage in identity work through coaching are more likely to succeed in their personal and professional lives. This success is not just about achieving goals but also about cultivating a deeper understanding of themselves and their place in the world. As coaches continue to develop new tools and frameworks for identity work, it is clear that this area will remain a critical aspect of coaching practice.