Electronic Theses and Dissertations (Masters/MBA)
Permanent URI for this collectionhttps://hdl.handle.net/10539/37942
Browse
3 results
Search Results
Item The perceived role of leadership coaching on the performance of a South African state-owned enterprise (SOE)(University of the Witwatersrand, Johannesburg, 2023) Mokgatla, Palesa; Msimango-Galawe, JabulileThis research study aimed to explore the experiences of leaders in a state-owned company in South Africa who underwent executive coaching, as well as their perceptions of the impact of leadership coaching on their performance. The rapidly changing business environment presents both demands and risks for leaders to adapt to the changing environment. Previous studies have highlighted the importance of executive coaching as an intervention for leadership development and business growth. Despite the extensive research on leadership coaching, there has been limited focus on understanding how leaders perceive the role of coaching in enhancing business performance. For this study, a qualitative research approach was employed. Data collection involved conducting structured interviews directly with 15 members of the leadership team, with 14 of them having completed leadership coaching, and 1 participant from the Talent Management department. The collected data were then analysed and interpreted using thematic analysis techniques. The study’s findings offer valuable insights into several factors that influence the effectiveness or ineffectiveness of coaching within a state-owned company. Key factors identified include the willingness of leaders to embrace coaching, client satisfaction, leadership engagement and commitment, and the coaching process itself. These factors play a crucial role in ensuring full engagement and participation in the coaching process. Additionally, the research findings provide substantial evidence supporting the benefits of coaching at both the individual and organisational levels. This knowledge can help uncover best practices, inform organisational strategies, and provide valuable insights for coaches, organisations and researchers in the fieldItem Executive coaching as a vehicle to enhance organisational performance and culture in a Mining Company in the Northern Cape(2021) Nkomombini, SiphoThis qualitative study explored executive coaching as a vehicle to enhance organisational performance and culture. The study was undertaken in an open cast mine in the Northern Cape, the mine is part of a bigger multinational mining group. The mine experienced a few leadership challenges when it came to holding leaders to account in driving high performance and to shape the requisite organisational culture. The key motivation of the study was that the study will help better understand the role of executive coaching and its impact on organisational performance and culture in a mining context. The main purpose of the study was to examine executive coaching as a vehicle to enhance organisational performance and culture within a mining company. The data was collected by means of face-to-face semi-structured open-ended interviews. The sample consists of 20 senior managers who have all undergone executive coaching within the company. The key findings of the study were that executive coaching plays a significant role in driving high performance and culture in organisations. The study contributes to an existing body of knowledge and positions executive coaching as key driver of high performance and culture in an organisation. In conclusion the study found that it is beneficial for companies deploy executive coaching as a leadership development tool. The results show that organisations that implement executive coaching have a high-performance culture and this will ultimately positively impact the organisations culture and strategy. the study has practical and theoretical implications for the leadership of the organisation, coaching practitioners, and coaching bodies because it outlines the role executive coaching played in leadership development. The study makes detailed recommendations for future research in the field of executive coaching.Item Executive coaching as a vehicle to enhance organisational performance and culture in a mining company in the Northern Cape(2021) Nkomombini, SiphoThis qualitative study explored executive coaching as a vehicle to enhance organisational performance and culture. The study was undertaken in an open cast mine in the Northern Cape, the mine is part of a bigger multinational mining group. The mine experienced a few leadership challenges when it came to holding leaders to account in driving high performance and to shape the requisite organisational culture. The key motivation of the study was that the study will help better understand the role of executive coaching and its impact on organisational performance and culture in a mining context. The main purpose of the study was to examine executive coaching as a vehicle to enhance organisational performance and culture within a mining company. The data was collected by means of face-to-face semi-structured open-ended interviews. The sample consists of 20 senior managers who have all undergone executive coaching within the company. The key findings of the study were that executive coaching plays a significant role in driving high performance and culture in organisations. The study contributes to an existing body of knowledge and positions executive coaching as key driver of high performance and culture in an organisation. In conclusion the study found that it is beneficial for companies deploy executive coaching as a leadership development tool. The results show that organisations that implement executive coaching have a high-performance culture and this will ultimately positively impact the organisations culture and strategy. the study has practical and theoretical implications for the leadership of the organisation, coaching practitioners, and coaching bodies because it outlines the role executive coaching played in leadership development. The study makes detailed recommendations for future research in the field of executive coaching