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 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 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.