Many. To cite a few examples, the coach can be aspiring for a long tem commitment with the organization and keep on pleasing the superiors of the coachee . Even the leader of the organization can use the coach to validate his views about the coachee. In fact, I had observed this on instance, where the coach used to give his feedback about the coachee to the Managing Director of the company. While he kept on getting assignments, the poor coached was shunted to lesser role of significance. In the process, the real objective of coaching and enhancing the leadership abilities of the coachee went for a toss.

The coach has to gather information from the stakeholders of the coachee and should lead a discussion with him where the coachee reflects and arrives at the right perspective. The coach can never impart his view points. As long as the right information and reflective techniques are being used, the bias element is minimized.