Electronic Theses and Dissertations (Masters/MBA)
Permanent URI for this collectionhttps://hdl.handle.net/10539/37942
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Item Leadership coaching on organisational culture change in an automotive manufacturing concern in South Africa(2022-03) Morkel, KarenOrganisations 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 cultureItem The role of management coaching in employee engagement in an organisational change process in South Africa(2021) Rukande, MarilynOrganisations need to have actively engaged managers, who can deliver performance and lead change to thrive in uncertain, ever-changing business environments. The current research study explored the lived experiences of first line managers, their experiences of change, and strategies of managing change, the influence coaching had on their engagement, and ability to lead change. Management coaching was conducted using the Solution-Focused Cognitive Behavioural (SFCB) coaching approach as the underpinning theory for driving leadership engagement in organisational change. A qualitative research approach with purposive sampling, pre-and post-coaching assessment, the SFCB approach using the PRACTICE-model was conducted. The data collection was conducted using semi-structured interviews of participants and analysed using thematic data analysis to determine the themes from the participants' experiences. It was found that Management Coaching rekindled the participants' passion for their jobs, making them look forward to going to work. The engagement of managers enhanced authenticity, teamwork, leading by example, proactive behaviours, communication, and the buy-in for managing change. Role clarity, involvement, empowerment, and motivation were mentioned as drivers of engagement, and the strategies for managing change included the importance of having the mindset to focus on what is in your control and the importance of wellbeing when remote working. The findings revealed the contributions management coaching had on creating and sustaining managers' engagement to manage change effectively, providing empirical evidence to literature. Managers’ engagement positively influenced their ability to lead change, and the drivers of engagement need to be promoted to ensure coaching interventions enhance engagement.Item The role of management coaching in employee engagement in an organisational change process in South Africa(2021) Rukande, MarilynOrganisations need to have actively engaged managers, who can deliver performance and lead change to thrive in uncertain, ever-changing business environments. The current research study explored the lived experiences of first line managers, their experiences of change, and strategies of managing change, the influence coaching had on their engagement, and ability to lead change. Management coaching was conducted using the Solution-Focused Cognitive Behavioural (SFCB) coaching approach as the underpinning theory for driving leadership engagement in organisational change. A qualitative research approach with purposive sampling, pre-and post-coaching assessment, the SFCB approach using the PRACTICE-model was conducted. The data collection was conducted using semi-structured interviews of participants and analysed using thematic data analysis to determine the themes from the participants' experiences. It was found that Management Coaching rekindled the participants' passion for their jobs, making them look forward to going to work. The engagement of managers enhanced authenticity, teamwork, leading by example, proactive behaviours, communication, and the buy-in for managing change. Role clarity, involvement, empowerment, and motivation were mentioned as drivers of engagement, and the strategies for managing change included the importance of having the mindset to focus on what is in your control and the importance of well-being when remote working. The findings revealed the contributions management coaching had on creating and sustaining managers' engagement to manage change effectively, providing empirical evidence to literature. Managers’ engagement positively influenced their ability to lead change, and the drivers of engagement need to be promoted to ensure coaching interventions enhance engagement