3. Electronic Theses and Dissertations (ETDs) - All submissions
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Item Client readiness for executive coaching in South Africa(2018) Rammusa, Anna M.Client readiness was identified as a variable influencing and impacting the effectiveness of coaching interventions. An understanding of different variables influencing the coaching process was highlighted as significant in the advancement of knowledge in the coaching industry. The current study was to explore factors influencing clients’ readiness for executive coaching in South Africa. Semi-structured interviews were conducted with Executives and Senior Managers from corporate organisations. A narrative, qualitative analysis was used to gain meaning and understanding on the content of the data collected. Through the analysis, clients’ level of readiness as well as elements contributing to readiness were determined. According to findings of the study, readiness is defined as willingness from clients to want to make things better. This readiness is influenced by commitment, motivation to learn and change their behaviour as well as self-awareness. If a client is not willing or prepared, it was said that this influenced their eagerness and involvement towards a coaching intervention. The study further highlighted how clients are treated, acknowledged and appreciated as key components contributing towards their level of readiness. The coach, finding purpose in life as well as challenges they face as individuals were reported as additional elements of significance impacting readiness levels of clients. It can be concluded that measuring clients level of readiness together with factors contributing to this readiness is important for coaching interventions as well the development of clients.Item Leadership and change management in the implementation of the outcomes approach(2018) Subramoney, SavithreeThe Heads of Departments (HoDs) in the South African public sector as well as in some other countries in the world are not appointed on a permanent capacity but rather on a five-year contract. Literature reveals that leadership turnover has its advantages as well as disadvantages. Frequent change of HoDs is further exacerbated by the rapid changes taking place in the environment, which means that change management has to be implemented fast and efficiently, and any delay or disruption can have an adverse effect on the change process. The purpose of this research was to investigate the effect that the high turnover rate of HoDs in the South African public sector has on maintaining the momentum at which government programmes are being undertaken, and the factors leading to the dearth of leadership in the implementation of the Outcomes Approach. A qualitative approach was used for this research with some elements from the quantitative approach included in the analysis. The findings showed that in some cases the change of HoD influenced the department in a positive manner while in other cases it had negative results. Change management was conducted, to varying extents, in only some of the lead coordinating departments, as there was more reliance on the Outcomes Approach emanating from the National Development Plan. Responses that were obtained from the questionnaires indicated that leadership stability is important, some of the Outcome Facilitators felt that it could be disruptive, while others felt that there should be more fluidity in government. Most of the well-known change management models were developed before the onset of rapid change and the frequent change of HoDs; therefore, the Triple I Change Management Model was developed for this study. The Triple I Change Management Model is designed for the rapidly changing environment in which there is a frequent change of HoDs.Item The perceived role of coaching in enhancing millennial leaders’ development in South Africa(2019) Malunga, NobuhleOne of the key strategies of maintaining organisational performance is investing in the development of leaders. Coaching is one of the instruments that has been used as a process to positively influence leader development. Coaching has been labelled as a process that assists leaders to modify behaviour and perspectives without sacrificing on competence and self-esteem. This study considered the rise of the millennial generation in the South African workforce, particularly in leadership positions across industries. The primary aim of this study was to investigate and describe the millennial leaders’ perception of executive coaching and its role in effectively advancing their leader journey. Millennials have been described as the latest generation to enter the workforce, which is inclusive of individuals born between 1980 and 2000. In 1990, the South African landscape changed, demanding an inclusive workforce, through ensuring a representation of race, gender and age. It is argued however that business has been slow to realise that the political changes influenced societal and behavioural trends and in turn the diverse make up and management of talent within organisations. This report therefore paid attention to the experiences leaders within South Africa had while being coached. This was done by looking at the challenges before engaging in the coaching process and the perceived value and impact that the leader derived from coaching. The study assumed a qualitative design, using interviews with eight millennials in senior management positions. Interviews were then analysed thematically. The study suggested that the leaders perceived coaching as a process that had a significant impact towards their leader journey - one that has positive psychological effects in their work and home life. Furthermore, the study suggested that coaching millennials is not significantly different to coaching the generations before but that coaches need to be mindful of how the millennials prefer to be engaged. The process of self-reflection was reported by most participants as the phase during the coaching process that allowed them to reach their best self as developed leaders. Therefore, one of the study recommendations is that coaches, regardless of the coaching process used, must ensure that self-reflection is always one of the coaching instruments used during the coaching process - particularly when engaging with millennial coachees.Item Exploring expert performance in business and executive coaching(2016) Steinberg, SavannahThe purpose of the study was to explore expert performance in business and executive coaching. Although it is an unregulated field, executive coaching continues to grow as an industry with recent estimates suggesting earnings of $2-billion per year (Fillery-Travis & Lane, 2006). Despite the growth of the coaching industry in the last decade there is still a lack of clarity in coaching science as to how performance should be measured; what constitutes expert performance in executive coaching and how it is acquired (Côté, Young, Duffy, & North, 2007). The primary research question is, ‘what is expert performance in business and executive coaching?’ The research also explores what expert performance is, how expert performance can be recognised and how people in the industry recognise expert performance in business and executive coaches in South Africa today. This study aims to fills the gap in research regarding what constitutes expert performance in executive coaching and how it is acquired. This literature review explores the definition of coaching, methods and approaches to coaching, the coaching industry, expert performance per se and expert performance in executive coaching. Expert performance can be defined in many ways. It is the ability to perform at any time with limited preparation (Ericsson, 2008) and is demonstrated by consistent superior performance on a specific task in the person’s field of expertise (Ericsson & Charness, 1994). Chapter 3 documents the research methodology process that was used to conduct this research. The researcher used a qualitative research methodology and the research paradigm for this dissertation was interpretivism. The research design was phenomenology, used to explore the phenomenon of expert performance in business and executive coaching. The population included 6 registered executive coaches in South Africa, 6 executives from various organisations, and 6 heads of Human Resources (HR) or learning and development. 18 semi-structured interviews were used to conduct the research. Deliberate sampling was used until data saturation occurred. This research aimed to deepen the understanding of expert performance in business and executive coaching, and as a secondary focus, to explore what is required to have expert performance as an executive coach, and how it is recognised. Chapter 4 is a breakdown of the categories identified through the findings of the research and provides the reader access to some direct quotes from the respondents through the interviews. There was a consensus that, for coaching to be successful, the individual having coaching needs to a) want coaching, b) initiate it, and c) assume responsibility for choosing the coach. The criteria for choosing a coach are to check testimonials and references, to get clarity on the coach’s qualifications and experience, and to establish the coach’s processes and niche. Moreover, the coach’s motivation for coaching should be assessed. The coach needs to build trust and rapport immediately and exude confidence and passion. A key subject of enquiry of this study was to establish the criteria deemed to be essential for expert executive coaching. Sixteen criteria emerged, they were: 1) relationship skills; 2) willingness to challenge; 3) presence; 4) walks-the-talk; 5) continuous development; 6) self-awareness; 7) can say no to work; 8) can express what they do; 9) has experience; 10) is qualified; 11) can easily unlock potential and depth; 12) can go with the flow and not know; 13) creates powerful results; 14) client centric; 15) referrals and returning coaches and 16) shifts between theory and reality. Chapter 5 compares the literature and the outcomes of the interviews conducted to assess if the findings from this research are consistent with, or contradictory to, the literature on the topic. The outcomes of this chapter reflected key aspects to expert performance in business and executive coaching. To demonstrate expert performance as an executive coach the executive coach needs to have a high degree of authenticity, which builds trust that forms the foundation for a successful coaching intervention. To achieve this they need to have superior levels of self-awareness and social intelligence which provides an array of positive consequences. Expert executive coaches have context specific expertise that is relevant to the area in which they work. Expert executive coaches have clearly defined roles and identities heightening their levels of professionalism and enabling them to articulate what they do, and also to decline work where they recognise it is not their area of expertise. Expert executive coaches have extensive coaching experience and hence high levels of self-efficacy which communicates presence and credibility. To fulfil the requirements for deliberate practice, expert executive coaches have real passion for what they do which enables them to continuously develop themselves professionally and personally so they reach these levels of exceptional coaching. The conclusions chapter reverts back to the original research questions posed for this research and draws conclusions and recommendations for further research. This research showed expert performance in executive coaching was demonstrated by executive coaches who had been in the industry for ten years or more and had vast experience. They had been directly or indirectly applying deliberate practice in the form of continuous professional and personal development, involving supervision, mentoring, and additional coach-specific training. On a personal level they had continued to develop self-awareness by attending consciousness development seminars or retreats or by engaging in their own coaching process with a professional coach.