Electronic Theses and Dissertations (Masters/MBA)

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    The impact of emotional intelligence programmes on corporate leaders within the South African retail industry
    (University of the Witwatersrand, Johannesburg, 2024) Bhengu, Raquelle; Ndaba, Zanele
    This research study aims to explore the impact of emotional intelligence programmes on corporate leaders within the South African retail industry. Although previous explorative research denotes an enriching impact of programmes that train leaders about intelligence, it remains unclear whether these emotional intelligence programmes effectively teach emotional intelligence to corporate leaders who operate within the retail industry in South African. To address these gaps, a case study was conducted at one of the largest retailers in sub-Saharan Africa, examining leaders who have participated in executive emotional intelligence programmes. The research is guided by the theoretical framework of emotional intelligence, as proposed by Goleman (2009). Through in-depth interviews, data was collected for the exploration of the causal relationship observed in executive leaders after attendance of emotional intelligence learning programmes. Thematic analysis techniques were adopted where data trends and themes were scrutinised The research's primary outcomes reveal that corporate leaders' emotional intelligence experiences enhancement through emotional intelligence programmes, with the extent of improvement contingent upon organizational support and leader exposure to varying work environments. Furthermore, the findings note the necessity for continuous refresher training and periodic updates to the course content to effectively instil and perpetuate desired leadership behaviours. These insights underscore the nuanced interplay between emotional intelligence initiatives and organizational factors, providing valuable considerations for the ongoing development and sustainability of effective leadership practices
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    Exploring the role of coaching on middle and senior managers at a rail company in South Africa
    (2021) Msimanga, Mengey Maria
    Leadership is vital and instrumental for organizational performance and success, as it drives the enterprise competitiveness through effective management of both the human and other resources to achieve sustainability. This implies that leaders of the organization need to have an ongoing understanding of their abilities and the dynamics facing them in order to leverage intentionally for the success of the business. It is thus important that leaders of present-day business invest towards understanding the 21st century workforce and the VUCA (volatility, uncertainty, complexity and ambiguity) world. Research is showing an increasing need for a more emotionally sensitive leadership in the mist of the complexities surrounding workplace technology and human ability to deliver on performance. Coaching is increasingly becoming a preferred intervention towards building stronger and emotionally aware leader that can handle the organisation and market volatility. Leadership Coaching in particular, has become an important intervention in developing and supporting leaders to navigate through the demands of the business world, whilst employing skills that enhance humanistic approach. The objective of the research was to explore the role of coaching on leaders and managers’ behavioral competencies in their working environment. Research questions were answered using the qualitative design approach in a form of a case study methodology which allowed personal stories and own description of events however, information was not overly supplied. The findings of the research indicated that coaching was effective, and it heightened increased emotional intelligence levels of leaders and brought forth a positive behaviour and energy, which gets absorbed by those around them. The results of this case study may be used to assist to advance implementation of Leadership Coaching in organizations that are similar in structure in South Africa
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    Guidelines for coaching leaders to manage their emotional contagion effect on employee engagement
    (2020) Potgieter, Linda
    Employee engagement is a driver of organisational performance, with leaders’ emotional states considered to have an influence on their employees’ engagement levels. The purpose of this study was to explore the perceptions of the effect of emotional contagion of leaders on employee engagement, toward informing the development of guidelines for coaching leaders to better manage their emotional contagion effect on employee engagement. This study selected a qualitative research approach, utilising semi-structured interviews to explore the perceptions of employees, leaders and coaches in relation to leaders’ emotional contagion and the effect thereof on employee engagement. The coaches were also interviewed for information on their coaching approach in working with leaders’ emotional contagion effect on their employees. Thematic analysis was applied to the interview data to identify the key themes. Key findings of the research included that leaders are perceived to have an emotional contagion effect on employees and their engagement levels. Also, leaders sought coaching based on triggers of their negative emotional contagion effect, and finally that the development of emotional intelligence through coaching was key to helping leaders better manage their emotional contagion effect on employee engagement. A coaching framework and guidelines were developed based on the research findings, which focuses on a coaching approach for helping leaders to understand their triggers, emotional states and behaviours, the impact thereof on their employees’ and their engagement, towards assisting them to better manage their emotional contagion effect on employee engagement. While the development of leaders’ emotional intelligence is addressed in the literature, the key contribution of this study is a recommended leadership coaching framework aimed at leadership coaches for specifically assisting leaders to manage their emotional contagion effect on employee engagement.