3. Electronic Theses and Dissertations (ETDs) - All submissions
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Item The value of transitional coaching for women managers post maternity leave in the South African business context(2019) Roy, SarikaWomen are a critical resource to organisations, yet they are often not given the adequate support during their transition back to the workplace, post maternity leave. Whilst there are policies in place that afford women a leave of absence to care for their new-born baby, the lack of reintegration support structures may lead to women feeling discouraged and resigning from their current roles. The research study explores the value of transitional coaching to first time mothers post maternity leave, as they reintegrate into their organisations. A social constructivist approach was utilised, and the coaching sessions incorporated a narrative psychology coaching approach. The respondent group was made up of six first time mothers specifically at management level, that have returned to work post maternity leave in the last two years. A qualitative research approach was utilised and the data was manually coded by using constant comparative analysis or the coding of key words. Each participant completed a pre-session interview guide, received three coaching sessions and provided close out feedback on the value that they received. The coaching sessions aimed to support the new mothers as they identified goals for themselves and worked on tangible outcomes towards attaining these goals. The key themes that emerged from the research study noted that women are personally impacted during maternity leave (physically, financially, psychologically, hormonally, emotionally and socially). They struggle with balancing the priorities of their new-born baby’s needs whilst also managing deliverables at work. Guilt (work and baby) as well as elements of perfection and control also created more anxiety and stress for these new mothers. Role identity, especially in taking on the new role of mother, was another key theme that emerged. All the participants found value in the coaching sessions and each of the participants successfully implemented an action plan to realise their identified goals. All participants noted that there was a lack of organisational practices and processes to support women as they reintegrate into their previous roles post maternity leave. The recommendations provided are offered towards organisations, new working mothers, line managers, business coaches as well as the media, as they have a pertinent role in shaping societal norms and gender roles.Item The moderating effect of mentorship on enterprise development in South Africa(2018) Willemse, Ashwin KennithEnterprise development (ED) is concerned with helping entrepreneurs to grow their businesses. The business development process is dynamic with rapid technological and environmental change that occurs through the enterprise development life cycle. Business incubation programs play an integral part in the development of small and medium enterprises (SMEs). They offer support services, both financial and non-financial, of which mentorship is regarded as one of the key aspects of incubation programs. This study looked at SMEs across South Africa, operating in different industries to evaluate the impact of entrepreneurial orientation on SME growth and determine the moderating effect of mentorship on this relationship. The South African government, through its B-BBEE policies, has mandated corporates to implement ED programs as a way of aiding the growth of SMEs. The challenge faced by SMEs within the context of ED is discussed broadly in this study with recommendations put forth in an attempt to assist the successful implementation of ED. Entrepreneurial orientation (EO) is an established construct in entrepreneurship literature and its impact on growth is well researched. The three dimensions of innovativeness, proactiveness and risk-taking, as a unidimensional composite is used to assess the level of EO exhibited by the sample. This study however, expanded on the EO-Growth relationship to assess the role of mentorship within the context of ED in South Africa. Mentorship forms part of the developmental process of entrepreneurs and is well incorporated into the ED sphere. This study considered the role of the mentors as it relates to opportunity recognition. The study applied a quantitative method to analyse the relationship between the independent variable (EO) and the dependent variable business growth (BG), with mentorship being the moderating variable. The survey questionnaire was electronically distributed, producing a final number of 215 respondents as the empirical research sample. Growth, the dependent variable, was considered as a measure of success for SMEs. The measurement of SME growth focused on sales, assets, profit, annual turn-over and employment growth. The high failure rate of SMEs in SA is a cause of great concern to the government. This study provided empirical research, which further investigated the reasons attributed to government’s concerns. It further argued for certain interventions that can be of value to SMEs, government, ED practitioners, mentors and corporates. A regression analysis and bivariate correlation analysis was adopted to test the hypotheses, confirmatory factor analysis assessed the factorial validity of the constructs. Pearson’s test tested the significance of the correlations, visual tests (histograms) and descriptive statistics (skewness and kurtosis) assessed the normality of variables, before hypothesis testing was carried out, factor analysis determined the empirical analysis to confirm the theory, and to reduce dimensions of variables within constructs. In addition, the overall level of Cronbach reliability (0.68≤α≤0.89), and the corresponding EVA of close to 0.3, showed excellent reliability. The empirical findings of the study revealed that EO had a positive impact on SME growth and that the relationship between EO and growth was moderated by mentorship. As such, this study contributes to the theoretical discourse through its contribution to the existing body of literature. It further adds to literature concerned with the role of mentors in ED, and how this influences the growth of SMEs participating in ED programs. From a practical perspective, it provides recommendations to all stakeholders of ED in South Africa. Finally, this study provides ED practitioners, incubation managers, government policy makers, corporates, mentors, SMEs and entrepreneurs with relevant information to support their strategic planning and the implementation of enterprise development in South Africa.Item Supporting the professional women's transition to motherhood through maternity coaching: a South African perspective(2017) Yasar, Aneshrie“The obligation for working-mothers is a very precise one: the feeling that one ought to work as if one did not have children, while raising one’s children as if one did not have a job.” – Annabel Crabb, Author of The Wife Drought Women play a vital role in organisations, yet world-wide remain under-represented in key leadership positions. South Africa is no different. In addition, research indicates that professional women are ‘opting-out’ of the talent pipeline, further reducing the pool of women available to step in to senior leadership roles. Becoming a mother is life-changing, and when combined with a desire for a fulfilling career, role-conflict can occur. The guilt which accompanies role-conflict can often be overwhelming and may lead to professional women exiting organisations, taking with them valuable industry knowledge and expertise. Hence, retaining female talent is increasingly becoming a business imperative. This study aims to contribute to the field of Business Coaching by researching Maternity ‘Transition’ Coaching in an organisational context. As such, the study explored four research questions aimed at providing a systemic view of the experiences of professional women during the maternity transition period, the line manager’s role during this period, the influence of organisational culture on working-mothers, and the emergence of maternity transition coaching as a support mechanism in organisations. Following a detailed review of the literature, the research methodology of a qualitative, multiple-case study approach was selected. Two organisations (cases) were researched using semi-structured face-to-face interviews with 15 respondents, as the primary sources of data collection. The research was further supported by an analysis of secondary data, both of which allowed for a full investigation of the research questions. The key findings indicated that maternity transition coaching is a strategic necessity for organisations wishing to attract and retain female talent in the 21st Century. Transitional theory along with an understanding of life and career stages are important aspects of this genre of coaching. Coaching increased support at critical transition points, leading to the retention of the professional women in the study along with a more seamless re-integration with their careers. Further, it surfaced that line managers play a critical role in a successful maternity transition, and as such also require support. It was further concluded that a family-friendly organisational culture is an enabler to a successful maternity transition. Maternity transition coaching therefore supports professional women in their desire for a satisfying career and work-life integration.Item Professional status of executive coaching: a study of the South African market(2017) Masiza, Hlonipha NobuntuThe study occurs against a backdrop of the growth of the coaching industry globally as it increases in popularity (Linley, 2006; Filley-Travis & Lane, 2006) particularly in organizational settings, where coaching is increasingly being relied upon as a significant part of learning and development (Joo, 2005). Despite the exponential growth, there is still no recognition of professional status by the state and society at large in the way that other professions are recognised. In 2008 the global coaching convention resolved to explore the feasibility of professionalisation in the different markets. Locating this global discussion on professionalization of coaching in the South African market, this study was conducted to establish the status of this market and to provide an understanding of the factors underlying the professionalization of coaching in South Africa and their respective contribution to the status quo. The study approaches the developments from several perspectives including the sociology of the professions and stakeholder theory. Taking a qualitative research methodology approach, data was obtained from semi-structured interviews with stakeholders and archival data including policies, legislation and websites. The Burrage multi-actor framework (Burrage, Jaraush, & Siegrist, 1990) was used as a guideline for sampling in order to provide a multiple stakeholder perspective. There were different discussion guides for the different stakeholder groupings. In total, there were fourteen interviews conducted. Data was analysed using Atlas software. Findings of the study reveal that the developments in the South African executive coaching industry have not followed the path of traditional professions as described by Willensky (1964). The prevailing position reflects a mixture of traditional and modern characteristics of professionalisation. To a large extent, there was consensus on the issues that are common across all stakeholder groupings, although there was some dissent as these stakeholder groupings have varying motives and positions. There was greater divergence of view within professional associations as a single stakeholder group. Part of this is reflected in the disparate occupational strategies pursued.Item A theory of the coaching process based on the lived experience of coached executives in South Africa(2017) Cunningham, NatalieCoaching is a young, growing professional practice with its origins in many older established fields of knowledge. There is considerable research into what coaches think about their work and the theories and methods underlining these approaches. However, there is a great deal less research on how the executives or coaching clients experienced the coaching. This research answered the questions from the coached executive perspective by first wanting to know (1) what the lived experience of the coaching executive was; and (2) based on that lived experience, what theory about the coaching process would emerge. This emerged theory would be grounded in evidence from the coachee. A total of 17 clients were involved in the research. While the research had a strong phenomenological underpinning, the method used was that of constructivist grounded theory. There were five key findings with theoretical propositions behind each of the findings. The findings are: (1) Coaching is a response to an unmet need in an individual who lives in a volatile, ever changing world with great complexity. Coaching provided a wellness model that is collaborative, client driven, and adaptable. A primary need in people is to have a sense of well-being and personal meaning in this world. (2) Even though the coaching is a response to a need, the coaching client still needs to be ready to be coached. A client readiness theory with integrated components was developed based on the clients’ lived experience. The interrelationships based on the client’s perceptions were a new contribution. (3) There are several processes in coaching but the key focus of the processes is that they are active and present. The processes also understand the relationship between the ‘being’ and ‘knowing’ of the coach and the ‘doing’ of the coach. The doing covers the active processes but it is the way in which the coach does these processes (the being) that influences their efficacy. (4) The coach needs to be authentic, credible and present. (5) Brain integration leads to deeper self-awareness, well-being and personal meaning. This theory of brain integration is based in Interpersonal Neurobiology, and the nine domains of integration assist in providing an overarching framework in which to position the outcomes of coaching. The contribution was broad in that it looked at all aspects of the coaching process: the coach, the coachee, the process, the outcomes and the context and provided an integrated framework.Item An exploration of the leadership journeys of black women executives-implications for coaching(2017) Diseko, Gaahele Salome SylviaThis qualitative study explored the leadership journeys of black women executives (BWEs), to understand those elements they perceived to enable and those they perceived to inhibit their career progression, as well as to establish implications for coaching. Eighteen participants were interviewed. The sample included BWEs who had been coached, those who had not, human resources managers, and line managers to create some triangulation. The BWEs were all in the top two organisational levels, as defined by the Employment Equity Act. A semi-structured interview guide was utilised for the BWEs and another for HR and line managers. Interviews were recorded, transcribed, and uploaded into ATLAS.ti analysis software. Coding was conducted inductively to identify themes that emerged. The study highlighted the importance of ensuring that all parties to the coaching intervention are fully briefed, aligned, and coaching-ready before implementation. If readiness is not ensured, the process can be negatively affected. A key finding was that a minimum of a bachelor’s degree, but preferably a postgraduate degree, enabled the career progression of BWEs. Once in the workplace BWEs need to continue with self-development. Elements that were found to enable career progression for BWEs were hard work, networking, self-development, and access to mentors. Resilience was found to be important in managing the challenges the BWEs’ experience in the workplace. Elements that inhibit BWEs’ career progression were found to be lack of implementation of employment equity (EE) or transformation in the workplace. It was also found that BWEs operate in challenging work environments where they experience marginalisation, stereotyping, and racism. Work-life integration is an issue as they are the homemakers. Another key finding was that coaching could contribute to BWEs’ career progression. It is important that all parties in the process are coaching-ready. It was also found that coaching heightened resilience for BWEs. Coaching was shown to be utilised for leadership development, including improving communication skills. Line managers were unsure of the objectives for which their BWE charges were being coached. This highlighted the importance of aligning all parties and ensuring coaching readiness before coaching implementation. This point is also important because to be successful, coaching needs the support of organisational leadership. It was encouraging to realise that the line managers viewed coaching as confidential between coach and coachee; however, they appeared to have had no input into development needs identification. This could point to a missed opportunity to align coaching with business needs. The intrapersonal skills of self-confidence and self-awareness were shown to have been developed through coaching. These skills are vital to effective leadership. The BWEs’ experiences of coaching were found to be challenging, and uncomfortable, and BWEs found that the coach did not understand or trivialised the coachee’s issues. Coaching conversations are meant to be challenging, however too much challenge can derail the process. BWEs experienced coaching as uncomfortable because the conversation delved directly into deep personal issues without preparing the coachee or building rapport and a trusting relationship. Two BWEs felt that their coaches had trivialised or misunderstood their issues. The finding that line managers were unaware of the development needs being addressed in their BWEs’ coaching, the BWEs’ experiences of discomfort in the coaching process, and coachees feeling that the coach had trivialised the coachee’s issues, highlights the important matter of coaching readiness. Coaching readiness is important to the success of any coaching engagement. Without participants being fully ready for coaching, the process might be compromised. Coaching was found to be an appropriate tool for leadership development and improving the career progression prospects of BWEs. It was also found that it is important to ensure that every party to the coaching is coaching ready.Item Exploring the influence of the five factor model of personality on the executive coaching process(2017) Peacock, KerryPersonality match between a dyadic pair in helping relationships has shown to improve the process and outcomes. Does the same apply to executive coaching? Coaching is deemed to be effective but why is this so? This study explored the role of personality similarities on the executive coaching process. By understanding the role personality plays it was anticipated that: understanding would be elicited as to why coachees select their particular coach; better matching could occur between the executive coach and coachee; the process would be more beneficial due to this similarity and there would be a better return on investment for organisations who could assess coaches and coachees and pair them accordingly based on similarities in personality. This study utilised the five factor model (FFM) of personality to explore the personalities of the coaches and coachees across eight coaching dyads. This study utilised qualitative methodology that of eight case studies made up of eight coaching dyads. All 16 respondents were interviewed using a semi-structured interview. This served as the primary data source. The interviews were recorded, transcribed and uploaded into Atlas ti software for analysis. Content analysis was used and a codebook was created inductively, resulting in 94 codes. The 16 respondents then completed the Wave personality questionnaire as the secondary data source. The assessments were uploaded onto Atlas ti software and were analysed qualitatively using content analysis. 34 codes were created deductively using psychometric principles and the Wave personality questionnaire’s measures. The 128 codes were then categorised into 27 categories and 11 themes. Similarity in personality did not appear to have as great an influence as was anticipated on the executive coaching process within each dyad. Although there was a perception of personality similarity in the majority of the cases, there was very little to substantiate this according to the FFM. This study argues that this perception of similarity is due to the rapport built between the coach and coachee as well as the adaptation of the coach to the coachee’s style and needs. This creates cognitive resonance and reinforcement-affect. Due to this perception it is evident that the training of coaches must focus on the coaching skills of openness and trust building. ii Despite similarities or dissimilarities in personality, all eight dyads indicated satisfaction with the coaching process, the coaching relationship and the outcomes. Across all coaches there was no similarity in personality factors. However, across all coachees, there were similarities in personality regarding change orientation, optimism and openness to feedback which speaks to coachee readiness. This study argues that coachee readiness should be assessed for in order to determine readiness for coaching which will allow for more beneficial outcomes. The relationship, rather than personality similarity, was deemed to be the fundamental component in the coaching process. A relationship based on trust and openness allows the coachee to become vulnerable. This vulnerability allows for validation of the coachee by the coach and it is this validation which allows for growth and development.Item Management competencies of clinical managers at public hospitals in Gauteng, South Africa: implications for coaching(2017) Sithole, Mperekeng Bekani NaumiIntroduction Public hospitals are complex environments in which healthcare leaders are required to lead effectively in order to provide quality service delivery. The issue is: are clinical managers working in Gauteng hospitals competent to lead? This study measures the competency of clinical managers in public hospitals and considers how coaching can be used to close the competency gap in Gauteng public hospitals. Coaching has been identified as one of the appropriate developmental tools to enhance the skills’ gap of top managers in organisations (West & Milan, 2001). In this study, coaching has been considered to be an appropriate learning and developmental tool to enhance skills for these managers. Methods A self-administered questionnaire was used to conduct the survey among clinical managers in the hospitals in Gauteng. Participants were asked to rate the required management competencies and their proficiency levels against nine management competency categories which include: leadership, communication, life-long learning, consumer responsiveness, political and health environment, conceptual skills, results management, resource management, compliance with standards and coaching in improving management competencies .Likert-scale data was used to measure the top managers’ perceptions of the important competencies required for effective service delivery and their level of proficiency with those competencies. Results Findings show that there is significant gap in management competency of clinical managers, which indicates the need for further development of managers. Most clinical managers’ have a perception that coaching has a role in enhancing their competency gap. Literature supports coaching as a leadership development tool for closing the competency gap of clinical managers. Conclusion There is significant gap in the public health sector managers’ competency level. There is a need for appropriate and further training and development to address the skills gap. There is need to strengthen management capacity to support the strategy of improved and sustainable healthcare service delivery. Coaching is the appropriate leadership developmental and supportive tool to enhance the skills needed by clinic managers.Item Executive flow experiences and coaching in South African workplaces(2017) Whateley, CarmenA flow experience is described by Mihaly Csikszentmihalyi, the founding thought leader of the experience, as “the holistic sensation present when we act with total involvement” (1975, p.43). Flow experiences have been linked to positive outcomes for individuals and organisations (Csikszentmihalyi & LeFevre, 1989; Engeser & Rheinberg, 2008; Privette, 1983; Salanova, Bakker, & Llorens, 2006) suggesting that this is a desirable experience to facilitate in the workplace. Csikszentmihalyi states that there is much that can be done to introduce more flow to the day-to-day experiences of life, including at work (1999), yet, despite the documented role of organisational leaders as “climate engineers” (Linley, Woolston, & Biswas-Diener, 2009, p. 37) there has been no specific consideration of the flow experiences of executives as leaders. The possible relationship between coaching and flow experiences has to date received attention in mainstream literary circles, and superficial attention in academic literature (Britton, 2008; Wesson & Boniwell, 2007). Coaching executives to achieve flow has not been considered in existing literature in the Executive Coaching domain, but since Executive Coaching is still viewed as emerging (Hamlin, Ellinger, & Beattie, 2008), a confirmation that Executive Coaching can be applied to foster flow experiences in the workplace would add to the credibility of this field. The purpose of this study has been to identify how the emerging discipline of Executive Coaching can facilitate the creation of flow experiences in executive workplaces. The answer to this question has been sought through building an understanding of how flow is experienced by executives in the workplace, and then investigating how flow experiences can be facilitated in executive workplaces. The research study adopted a qualitative approach due to the known suitability of this method to consider the life experiences of participants. Face- to-face, semi-structured interviews were used as the core data collection method addressing a sample size of 16 respondents, made up of 13 executives and three executive coaches. This approach has previously been applied to collect rich narrative data on flow experiences. The study found that whilst executive flow experiences show some commonalities with the existing literature on flow and flow experiences at work, several distinct antecedents for and characteristics of executive flow were identifiable. These precursors and features of executive flow were attributed at three levels: a) at the level of the organisation; b) through the type of work, and c) at the individual level. Executive experiences of anti-flow, the opposite of flow, were also identified. These were typically characterised and initiated by opposite factors to those linked to flow experiences. The study outcomes identified the ability of executives to proactively pursue flow experiences, and further showed that self-awareness and an awareness and use of one’s strengths increase the likelihood of flow experiences. The study thus found that there clear focus areas exist which can be manipulated through interventions to increase likelihood of executive flow experiences. The study outcome that the three areas that impact executive flow experiences correlate to Executive Coaching focus areas introduces the possibility that coaching may be a suitable intervention to increase the likelihood of executive flow experiences. This developing hypothesis is subsequently supported by the final research theme that Executive Coaching may be able to support the executive in cultivating the respective individual, organisational and work conditions to increase the likelihood of flow experiences at work.Item Executive development in South Africa: the lived experience of the senior executive(2017) Warren, ElizabethDespite the substantial investment in leadership development made by corporates around the world, limited research has focussed on the lived experience of leadership development, with the research available typically focussed on specific leadership development interventions. In South Africa effective leadership development is particularly critical given both the emigration of experienced leaders in the past twenty years, and the need to have a diversity of leadership which is representative of the population as a whole. The study explored executive development in South Africa through the lived experience of a sample of senior executives, all of whom had reached “C” suite positions in either a Group or business line capacity. The interview process was inductive in approach, so the narrative was not restricted by assumptions as to what development interventions would be described by the research participants. Eighteen senior executives were invited to participate in the research, and twelve were interviewed, at which point saturation was reached. Whilst no quota was established for racial diversity, the racial mix was representative of senior executives in South Africa corporates. A significant theme in the research findings was the importance of childhood experiences in developing the drive, resilience and ambition that would enable the foundations to be built for adult leadership development. Another key theme was that formal leadership development should be supplemented by experiential learning if it is to have significant impact. Despite mixed feedback on formal leadership development programmes, international executive programmes were seen to provide the participants with the opportunity both to network with others and learn from reflection, developing their life purpose and philosophy. The research participants found that coaching and mentoring were important in supporting the development of their leadership skills, as such interventions could focus on their specific development needs. The power of childhood influencers, workplace informal coaches and mentors and other influential counsellors also appears to have been significant. There was a view that successful leaders “breed” other successful leaders. Another key theme was that of self-confidence leading to self-determination. The self-confidence of the research participants appears to have been balanced by humility and a willingness to listen to and learn from others. All the executives had a strong sense of purpose, often developed initially in childhood, and strong values underpinned their leadership identity. The executives also stressed the importance of work-life balance in developing as effective leaders. A crucial finding of this research was that leaders face unique challenges of diversity and empowerment in South Africa, but that transformational leaders with a South African identity and Anglo-US educational and work experience can be highly successful. The challenge of international leadership development and work experience was found to be particularly beneficial in developing leadership skills which were appropriate for the South African corporate culture. The findings from this research therefore suggest that leadership development is a complex process based on some innate attributes, enhanced through critical childhood influences and trigger events, and developed to full potential through a combination of formal and informal leadership development interventions. Achieving full potential relies on readiness to learn and the opportunities to gain valuable experience, particularly in adversity. In the context of South Africa it appears that “western” leadership development experiences can be adapted by executives to enhance their effectiveness in a South African corporate culture.