The implementation of a leader-as-coach approach in professional service firms in South Africa
Date
2017
Authors
Fox, Vanessa Anne
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Abstract
Professional Service Firms (PSFs) contribute significantly to employment and
professional development in South Africa and to global economics. People are a
PSF’s greatest asset; however, there is little empirical evidence on the
implementation of a Leader-as-Coach (L-A-C) approach in PSFs in South Africa.
The research aims to establish a framework for the implementation of an L-A-C
approach in PSFs in South Africa. Using a qualitative multiple-case study method,
the research examines the benefits of implementing an L-A-C approach within a
PSF, determines the organisational factors affecting the implementation of an LA-
C approach in a PSF and clarifies the individual factors affecting the
implementation of an L-A-C approach in a PSF.
There are clear reasons for implementing an L-A-C approach within PSFs and
benefits range from ensuring a leadership pipeline for organisations, improving
client and employee retention, and enhancing the firm’s success due to increased
productivity. These benefits, in turn, foster positive benefits for the L-A-Cs (the
managers who are coaches) and the employees (the coachees who receive
coaching from their managers). Organisational factors include a culture of
people-centricity which clearly enables an L-A-C approach, whilst a matrix
structure which commonly exists within PSFs is an inhibitor of an L-A-C approach,
with mitigating processes recommended for addressing this. The key processes
which enable an L-A-C approach are the firm’s approach to: learning and
development of L-A-C skills, ensuring tools and support are in place for the L-ACs,
and linking coaching to the human resources (HR) performance management
and enabling technology. A final key process is recognising effective coaching
behaviours through monetary and non-monetary rewards. In addition, the
individual skills and attitudes of the L-A-Cs, the attitudes of the coachees, and
importantly, the relationship between the L-A-C and the coachee, all influence the
L-A-C approach.
An integrated and holistic framework is proposed for PSFs wishing to implement
an L-A-C approach. This framework suggests that a firm should begin with the
organisational strategic drivers, and the clear reasons for implementation of an
L-A-C approach, followed by an enabling structure and processes, including the
development of individual skills. However, overarching these organisational
factors, is the necessity of having an organisational culture of learning and
development.
Description
A research report submitted to the Faculty of Commerce, Law and
Management, University of the Witwatersrand, in partial fulfilment of the
requirements for the degree of Master of Management (Business and
Executive Coaching)
April, 2017
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Citation
Fox, Vanessa Anne (2016) The implementation of a leader-as-coach approach in professional service firms in South Africa, University of the Witwatersrand, Johannesburg, <http://hdl.handle.net/10539/23065>