3. Electronic Theses and Dissertations (ETDs) - All submissions

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    CEO transitions: the implications for coaching in South Africa
    (2015) Gray, Edelweiss
    The study explored the CEO transition process that takes place in the handing over of the organisation from the outgoing CEO to the incoming CEO and how executive coaching can facilitate the transition process. The past two decades have seen a reduction in the tenure of CEOs. In addition the transition period has contracted. This means that the incoming CEO is often faced with many challenges that may have been alleviated in a longer or more structured transition process. As CEO succession has a major impact on the organisation, and is disruptive in itself, executive coaching might present an opportunity to manage the transition and improve the settling in and effectiveness of the incoming CEO and thereby the performance of the organisation. . Friedman and Olk (1995), Garman and Glawe (2004) and Vancil (1987) defined a structured CEO succession and transition process in organisations. The transition process is conceptualised as a settling-in period where the designated CEO and outgoing CEO work together in a dual capacity whereby the organisation would slowly be transferred from one to the other over a period of months or even years (Kakabadse & Kakabadse, 2001). The Chairman plays an influential role in selecting the incoming CEO (Dalton & Dalton, 2007b; Engelbrecht, 2009; Fredrickson, Hambrick, & Baumrin, 1988) and in supporting the incoming CEO in his/her initial appointment period (Kets de Vries, 1987). There are various factors that determine the selection of an insider CEO or outsider CEO based on the performance and future strategy of the organisation (Dalton & Kesner, 1985; Friedman & Olk, 1995; Khurana, 2001; Ocasio, 1999; Zajac, 1990). The selection of the incoming CEO is important as it impacts the market value of the organisation and creates disruption within the organisation (Grusky, 1963). The incoming CEO, whether an insider or outsider CEO appointment, experiences many challenges when taking up the position. These challenges include delivering continuous growth, improved performance and profitability of the organisation (Bower, 2007; Giambatista, Rowe, & Riaz, 2005), managing key relationships with the Chairman, Board of Directors, Shareholders, key customers and suppliers as well as the management of people within the organisation. Other challenges are of a more personal nature, such as self-doubt and balancing work-life (McCormick, 2001; Stajkovic & Luthans, 1998; Stock, Bauer, & Bieling, 2014). Many of these challenges can be attributed to the reduced transition period that an incoming CEO has (Charan, 2005). iv There are various support structures available to the incoming CEO to supporting the incoming CEO in his/her initial appointment period. These include the Chairman, mentors and executive coaching. Various coaching models were considered in supporting the incoming CEO through the transition period and the challenges experienced (Bond & Naughton, 2011; Passmore, 2007; Saporito, 1996). The aim of exploring executive coaching models was to recommend a coaching framework that could be used in the CEO transition process. The research methodology used in the study was qualitative. Semi-structured interviews were undertaken in order to gain insights from the lived experience of CEOs, Chairmen and Board of Directors of organisations (Ponterotto, 2005; Wimpenny & Gass, 2000). Further to this an analysis of the CEO turnover in the Top 40 companies listed on the Johannesburg Stock Exchange (JSE) was undertaken, which served to triangulate the results from the respondent interviews. It was found that there was both planned and unplanned CEO succession in organisations and this impacted the transition process and period that took place between the outgoing CEO and the incoming CEO. Planned CEO succession usually arose from the planned CEO retirements and allowed for a long transition period. An unplanned CEO succession arose from the untimely resignation, retirement or death of the existing CEO. This left the newly appointed CEO taking the position with a very short transition period, if at all. Following from the planned and unplanned CEO succession there was found to be a mismatch between the theory of the CEO succession and transition processes and the practice thereof. This seemed to be more evident from a South African perspective as most of the literature on the subject of CEO succession and transition processes was internationally based with very scant South African literature available on the topic. Executive coaching can provide the structure for the incoming CEO to orientate him/herself to the organisational dynamics, setting the vision and strategy for the organisation as well as the effective execution of that strategy. Further, executive coaching can assist the incoming CEO in the personal challenges of leadership, managing people and stakeholders as well as self-doubt and work-life balance that the newly appointed CEO may experience.
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    Paying it forward: the relationship between mentoring and perceived ESE of Jewish South African entrepreneurs
    (2013-03-20) Cline, Marc
    Mentoring is a crucial aspect of entrepreneurial training and education (Sullivan, 2000; Regis, Falk, & Dias, 2007) and it is entrepreneurial education that is perceived as the solution that will turn South Africans from job-seekers into job creators (North, 2002). It is also hoped that entrepreneurship education will contribute to the ideal of empowering as many people as possible in order to unleash the previously stifled human potential of all South Africans (Hanekom,1995). Unfortunately, South Africans suffer from a ‘dearth of entrepreneurial acumen’, and this has resulted in the frequent lack of growth and high failure rates of businesses (Nieman, 2006; van Aardt & van Aardt, 1997). In order to measure the relationship between mentoring and entrepreneurial self-efficacy, an online questionnaire was sent out to Jewish entrepreneurs who are clients of ORT JET, a non-profit organisation that offers mentoring to entrepreneurs of the South African Jewish community. This study found that while mentoring does not have a positive perceived effect on the entrepreneurial self-efficacy of entrepreneurs, other factors-such as GSE and a supportive community-may have more of a positive impact on entrepreneurial self-efficacy.
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    The manager-coach's roles and skills as needed to optimise the work-life balance of working women.
    (2013-02-18) Gouveia, Lynda Jane
    Coaching has been identified as a primary means of enabling growth, development, retention and change amongst those employed in organisations. Executive and external coaching are the primary means of delivering this coaching, and, as a result, coaching often only reaches those at the most senior levels of the organisation. The use of the manager-coach in South African organisations is not widespread but coaching has been identified as a key component of effective leadership in the 21st century and it has been suggested that it is a key leadership style. This research therefore explores the roles that manager-coaches can play in an organisation as well as the skills required to optimise this role. This research therefore took place in an organisation that is implementing a manager-coach approach. Coupled with this was the concept of work-life balance and the realities that working women face in attempting to achieve work-life balance, with the primary objective of the research being to identify the roles and skills needed by the manager-coach to optimise the work-life balance of working women. The data was gathered through face-to-face interviews and contact with a representative focus group and analysed by means of content and thematic analysis. A detailed literature review covering the areas of coaching, and in particular manager-coaching, what optimal work-life balance is as well as the realities facing working women in attempting to achieve work-life balance was also conducted. The findings show that, to optimise work-life balance in working women, the manager-coach plays a critical role in communicating with working women and optimising flexibility and choice for these women. In addition to this, the findings showed that the manager-coach plays a role in facilitating the growth and development of the women who report to them, as well as enabling their performance and providing recognition. The findings showed that these roles are enabled by manager-coach skills such as empathy, support and effective communication. The research concludes by reflecting that the manager-coach has an important role to play in enabling choice and flexibility and the growth and development of working women and it is anticipated that this has a direct impact on both the work-life balance and the retention of these women in the workplace.
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    From ideal into practice : an illuminative evaluation of a learnership in the insurance and investment sector.
    (2012-02-15) Sosznianin, Tatiana
    This study explores what happens as the ideals of a learnership, envisioned in the South African legislation, become real practice in a workplace within the financial services industry. Learnerships are at the centre stage for illuminating the processes of acquiring a vocational qualification, which combines education with work readiness. The constructivist philosophy to this research and its qualitative paradigm resonates well with the postmodernist thinking that knowledge has different purposes strongly linked to performance, demanding education that is value adding. It is through this postmodern lens that the broad theoretical framework for study is located. It encompasses theories of learning and workplace learning, such as Wenger’s (1998) perspectives on communities of practice and Kolb’s (1984) experiential learning circle. Mezirow’s (1981) transformative learning theory adds the dimension of dialogue. The method of illuminative evaluation is used to examine one event in order to explore its contextual insights. Qualitative inquiry has a fundamental people orientation and, for this reason, observation adds depth to the information gathering possibilities of interviews and document analysis. This report is enriched by narratives of people’s perspectives on events. This illuminative evaluation brought out rich and varied insights into the acquisition of knowledge, skills and work identity (values and attitudes), with some surprising and unexpected insights on success and failures. The workplace’s control of the learning process, while impacting extremely positively on the quality of the theoretical learning (which is interesting as education is not its core purpose), compromised in some respects the success of the end product of the learnership, the work readiness and employment possibilities of learners.
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    Mentoring as a tool for academic and personal development in the Mellon Mays undergraduate program.
    (2012-01-09) Mabeta, Matsie Rebecca
    This research project investigated how students and mentors in the 2008 Melon Mays Undergraduate Fellowship experienced the benefits and difficulties of the mentoring relationship. With the help of the mentor students appeared to excel both academically and personally. A qualitative research paradigm was used and unstructured interviews were conducted with five mentors and five students in the first cohort of the MMUF at the University of the Witwatersrand, Johannesburg. Mentoring reports completed by mentors were analysed and validated the content of the interviews. Both mentors and mentees confirmed that mentoring was indeed a powerful tool for academic and personal development. They maintained that there was no way that one could develop academically and not develop personally. Mentoring relationships that did not succeed were attributed to no effort on the part of either the student or the mentor. The mentors and mentees agreed that the benefits were mutual; they all learned from each other. Student development was observable and students reported that they were beginning to feel part of a community of scholars.
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    Nurturing light and empowering minds : experiences of mentoring institutionalised children.
    (2010-08-20) Fraser, Robyn
    This research explored the experiences of mentors mentoring institutionalised children under the auspices of Big Brothers Big Sisters of South Africa (BBBSSA). Children who become wards of the state and are placed in Children’s Homes may have had a number of their emotional needs unmet during developmental stages, manifesting in a variety of ways not least of which might be the development of an institutionalised mentality. These children are disadvantaged at age 18 when they enter the world with limited resources, infrastructure or the ability to be self-reliant. Mentoring may represent a means of ameliorating these repercussions and this qualitative research included exploring whether mentors engaged in any strategies to empower their protégé to reduce the effects of an institutionalised mentality, the successes achieved through the mentoring process as well as encountered challenges. The sample was purposively chosen and the seven participants had mentored for longer than a year at a Children’s Home. The data was gathered from them via semi-structured interviews. Data was analysed in light of the research questions, research tool and any subsequent themes that emerged. Mentoring through a programme appeared to enhance relationship longevity because of the structure it created. While growing themselves through the process, mentors reflected that preparing their protégé for adulthood was a concern. The mentors discussed that while not familiar with the concept of an institutionalised mentality per se, they recognised this as a challenge their protégés faced and described their attempts to empower them on mental, emotional and physical levels reporting small successes in often challenging circumstances. The study concludes that mentoring programmes offer a valuable tool in the preparation of institutionalised children for their emancipation from State care and should be capitalised on. Recommendations are made for policy makers, BBBSSA and the Children’s Home in light of these experiences.
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