This article, based upon a grounded theory study of coaches undertaking peer group supervision (PGS), examines how PGS might be structured by examining the modus operandi and modus vivendi of one Executive Coaching Peer Group. The paper argues that any group of coaches may construct a supervisory framework for themselves and this can be attractive from a cost and availability point of view, however, there are also some innate limitations of PGS which need to be considered at the design and implementation stages of such a framework.
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