ETD Collection

Permanent URI for this collectionhttps://wiredspace.wits.ac.za/handle/10539/104


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    The influences of attachment style and implicit person theories on employee coaching needs
    (2019) Van Steenderen, Margaret
    The purpose of this research is to learn more about what effects employees when it comes to employee coaching, specifically if their attachment style and implicit person theory would affect their coaching willingness and needs, predominantly within a South African context. Employee coaching is one on one coaching by a manager with their employees. Theory and research have identified employee coaching as a potential key tool to drive development, employee satisfaction and improve performance. This research has drawn heavily on executive coaching literature with primary emphases on practical implementation and outcomes for the executive as coachee. Employee coaching literature places the manager as coach and the employee as coachee and therefore entails different dynamics. However, less is known about the dynamics and choices within the employee coaching relationship, such as, drivers of the employee’s desire to be coached and perceived needs within coaching. This thesis seeks to address these questions. This thesis chooses two psychologically derived major drivers of employee willingness to be coached and needs. The first antecedent is attachment theory which assesses the individual’s foundational personal style of relationship forming and interaction which is widely believed to be formed early in life. Attachment styles vary from secure to insecure with various classifications. Theoretically, therefore, since employee coaching involves a relationship including the potential for intimacy with an authority figure theory suggests the attachment styles could play an important role. Implicit person theory measures the extent to which a person believes people can change or be changed. Since coaching is a developmental process, the employee’s belief that he or she can change could be expected to again have an important effect on the employee’s willingness to be changed and the type of coaching desired. In order to address these research questions, a survey measuring attachment style, implicit person theory, coaching needs and coaching willingness was devised and distributed electronically with 441 respondents. Have established factor structure through reliability and confirmatory factor analyses, the main analyses employed correlations and structural equation modelling. Attachment theory and implicit person theory has some effect on employee coaching willingness and needs. These results are presented along with recommendations and future research questions.
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    The influence of coaching behaviours by managers on employee engagement
    (2017) Conidaris, Caryn
    This research was conducted to explore the influence of managerial coaching behaviours on employee engagement. Organisations need to retain engaged people who are productive and energetic to achieve the organisational success within an ever-changing environment. This might be enabled through the coaching behaviours of managers. While extensive research has been conducted on managerial coaching as a tool to support people to achieve performance, attain goals of the organisation, manage organisational transitions, and, achieve learning, research is limited on how managers can create engagement through utilising managerial coaching behaviours. Organisations need sustainable interventions that will positively impact the overall engagement of people. The manager is a crucial point of contact with people, and is able to create or destroy people’s engagement. This research has a constructivist or interpretivist approach and uses a case study methodology where five cases were analysed and cross-case analysed by interpreting the experiences of managers and two of their team members selected by extreme or purposive sampling on their engagement levels; in other words, one engaged and one disengaged person was interviewed per case as well as the manager. The findings established that engaged employees have a higher perception of their manager’s coaching behaviours than disengaged colleagues, and that all the managers were highly engaged yet varied in how they perceived their own coaching behaviours, and in turn, how they influence engagement. The managers’ use of a more empowering coaching style enhances engagement and their coaching behaviours influence fluctuating engagement levels, while a reflective practice within managerial coaching enables deeper understanding of perspectives, and in turn, engagement, but is not a common practice amongst managers. Engagement levels were also influenced by; coaching conversations which occur on a continuum from informal to formal; the manager’s coaching ability to create a sense of accountability and ownership; an agile or flexible managerial coaching approach in response to learning or business needs; and, the relationships and presence of the manager. The expertise of managers was valued irrespective of the perception of coaching behaviours or levels of employee engagement. Positive feedback and praise from the manager makes people feel recognised and significant, while the predominant managerial coaching behaviours falls within the performance coaching paradigm. Organisations need to develop the coaching behaviours of their managers to impact on the organisation’s and the individual’s performance, longer term development, skills acquisition, and wellbeing.