ETD Collection

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Author: search.filters.author.Fox, Vanessa AnneSubject: search.filters.subject.Employee motivation--South Africa

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    The implementation of a leader-as-coach approach in professional service firms in South Africa
    (2017) Fox, Vanessa Anne
    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.