Electronic Theses and Dissertations (Masters/MBA)

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    Leadership coaching on organisational culture change in an automotive manufacturing concern in South Africa
    (2022-03) Morkel, Karen
    Organisations whose employees perceive leaders as trustworthy and empathetic to their needs and opinions, especially during times of change, have improved performance, remain competitive and even survive external economic conditions. In this respect, building internal capability through leadership coaching, so as to enable swift adaptability and agility to a changing landscape, mitigate employee resistance and garner trust from employees, becomes paramount. As an established developmental tool to enhance performance, leadership coaching has not gone beyond this developmental requirement towards being viewed as a strategic lever in shifting organisational culture. The purpose of this participatory action research was to explore the perceived influence of leadership coaching on organisational culture and aimed to enhance leadership trust, empathy and change leadership during organisational change within an automotive manufacturing concern in South Africa. This study was conducted with the application of individual coaching sessions, with three managers within an operations department over a five month period, and pre-and post-coaching employee interviews were conducted with six participants, in order to determine shifts in perception and behaviour. Data collection took place during and after leadership coaching sessions and employee interviews, using audio recordings, transcripts and researcher notes. The key findings from the study revealed that through the application of an integrated cognitive behavioural and solution-focused approach to coaching, shifts in leadership behaviour resulted in enhanced engagement, inclusivity, augmented self-efficacy and improved performance delivery during change. This study provides insights into the formidable influence that organisational culture has on newly promoted leaders. Although a powerful tool, the influence of leadership coaching – unaided – is not immune to the potency of an organisation’s overriding culture
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    The impact of the coaching preferences and perceptions of South African millennial leaders on the success of leadership coaching
    (2022) Moodley, Lashan
    According to Stats South Africa, the majority of the leadership roles within the South African labour market falls within the millennial age group. It is therefore critical that businesses adapt and adjust their current development policies and procedures according to the needs of this generational group to ensure successful development and succession interventions. Coaching has only recently been used as a tool in the development of leaders. This study therefore looks at the preferences and perceptions of the millennial leader towards coaching and the impact this has on leadership coaching success. The generational diversity amongst managers, coaches and the millennial leader may contribute to the misunderstanding and a disconnect when it comes to the use of coaching as a tool to develop the millennial leader. It is therefore pivotal that coaches and managers understand the millennials’ perception and preference with regards to leadership coaching to assist in promoting successful coaching interventions. Both the concept of preference and perception is broad and therefore this study concentrates on the preference of how a millennial leader wishes to be coached, and the perception of the millennial leader regarding the characteristics of a coach in terms of the guidance offered, integrity of the coach and the relationship shared with the coachee. The findings of this study will therefore help both managers and coaches to adapt their approach when it comes to interacting and doing business with this generation of leaders. This was a quantitative cross-sectional study that was conducted amongst individuals born between 1981 and 1996 (i.e., the millennial generation). Primary data was collected with a sample size of 382 to identify behaviour and trends of the millennial leader towards coaching. In this study, all factors, except for the millennials’ perception regarding the relationship they share with the coach, had a positive influence on leadership coaching success. This finding is in direct conflict to the belief that the relationship shared with ii the coach is pivotal for coaching success. The study sought to provide guidance to both managers and coaches on how to approach the millennial leader when it came to adopting coaching as a leadership development tool. As a result of the findings of this study, a coaching model was developed and recommended to address the needs of the millennial leader. The study therefore aimed to contribute to the limited literature available on the millennial coachee and to assist businesses on adapting their approaches when dealing with this cohort of the workforce.
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    Perceptions of the value of leadership coaching by MBA students at Wits Business School
    (2021) Choabi, Motsei
    The world of business is rapidly changing, and for the business and management education to keep up, it is imperative to lead the change. In order to adapt to the business world of changes, Wits Business School (WBS) have designed the new Master of Business Administration (MBA) curriculum, with a view to develop and grow value-based leaders with the requisite skills to positively impact society. Forming an integral part of the MBA curricula is the Leadership Development Program, which includes a Leadership Development workshop and four leadership coaching sessions. These teaching and learning tools were engaged as an endeavour to empower the students to take ownership of their own development and foster their reflective practice and engagement. In their roles as leaders, the MBA students also face challenges in balancing their studies and work lives. With no source of reference, it is difficult to assess the value of leadership coaching from the coached WBS MBA students’ perspective. The research sought to explore the MBA students’ perceptions of the value gained from the leadership coaching component in their curricula. This study used a qualitative research methodology approach. Semi-structured questionnaires were used during individual interviews with twelve MBA students who have undergone coaching offered as part of the leadership development programme prescribed in their curricula. The transcripts of the interviews were analysed using thematic analysis, and several themes were derived at. What was apparent from the findings, was that the intervention benefited the MBA students into catapulting their development as effective leaders through introspection and self-awareness. From the leadership styles addressed in the coaching sessions, the findings led to a clear transformation between reactive and defensive forms of leaders. Effective leadership was also evident in the extent of the impact of leadership with the co-created space between the leader and the follower defined by “the self and others”. The study’s findings also showed that coaching helped to evoke selfawareness in managing the balancing act, not only between studies and work, but in iii their personal lives as well. The study recommended that a proper briefing process and structure of the program in a way incorporates feedback loop. The study further recommended proper allocation of coaches, and that the length period of the coaching program be extended to cover the duration of the MBA program. The coaching program need to be structured in a way that it incorporated frameworks that assist in determining effective strategies to enable coping with work and study conflicts. Further studies could look into the role of self-development in leadership coaching and assessing the work-study-personal lives balance.
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    Leadership coaching and transformation in the South African mining sector
    (2022) Sibindi, Mandlenkosi
    Transformation in the South African mining sector is moving at a slow pace. This study was to determine how the sector used leadership coaching to resolve its reported transformation challenges. The data for this study was collected through semi-structured interviews and thematic analysis was used for the data analysis. The population consisted of human resources managers, coaches and coachees from the mining sector. The key findings from the research were that leadership coaching is used as a support structure for Historically Disadvantaged South Africans (HDSA) identified for transformation vacancies. However, leadership coaching was not the only intervention used and there are other success factors necessary for leadership coaching and transformation to thrive. There are also barriers that hinder transformation and coaching within the mining sector. While research has been conducted on transformation and coaching, it has mostly focused broadly on all industries and not specifically on the mining sector. It is envisioned that this research will contribute towards the body of knowledge in this regard. It is also envisaged that this study will provide a better understanding of the impact of coaching on sustainable transformation in the mining sector.
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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.