Wits Business School (ETDs)
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Item The role of third generation coaching in response to technological changes in South Africa(2021) Rabe, RoisinOngoing technological change is often synonymous with Bennet and Lemoine’s concept (2014) of Volatility, Uncertainty, Complexity, and Ambiguity (VUCA). The role of leadership is critical to ensuring sustainable responses to these changes (Schwab et al., 2018). A ‘third generation of coaching ‘fit-to-purpose’ to accommodate ongoing change is required (Grant, 2017). One that evolves and matches the complexity of the coaching challenges encountered. Reinhard Stelter’s (2014) narrative coaching approach was explored. Furthermore, consideration to how the learning within a narrative coaching frame might enable more conscious, collective response to ongoing change. The study considered the coaching dialogue and opportunity for dual-learning. The potential for coaching in terms of encouraging personal leadership. The study used a phenomenological research design, to explore the perceptions and experiences of seven narrative coaches, within the South African business context. Like any change, technological change and the disruption it brings, creates initial anxiety and fear (Schein, 2010). Through deep reflection of stories, facilitated through the coaching relationship, a process of ‘slowing down’, allows the anxiety, fear and the disconnect associated with technological change to be externalised. There is a grounding of the executive, within their essence of ‘self’. Thus, an empowering takes place, through examination of identity and ‘self as system’. Third generation coaching allows consideration to learning as evolving. It is not static, is not simple, a quickfix, or easily measured. It is recommended that measurement and evaluation of learning outcomes be considered within the consciousness and collective identity of the coachee. Through focus on self, deep reflection and a new way of thinking, third generation coaching offers an integrated learning experience, one connecting elements within self. This creates an opportunity to view change, technological or other, as possibility.worldwide.Item The perceived effectiveness of alternative executive coaching approaches on personal leadership of executives in South African banks(2021) Ramarou, Ivy NtombifuthiThe purpose of this research was to understand the perceived effectiveness of alternative executive coaching approaches on personal leadership of executives in South African banks. Coaching forms part of the leadership development interventions and it is growing in popularity in South Africa. Coaching approaches that are consumed by South Africans were developed in the west. It is therefore important for South Africans to integrate their own worldview and context to benefit from coaching. In order for a coaching engagement to be successful, there are four (4) dimensions that need to be present; the first(1st) dimension is the coach and the coachee; the second(2nd) dimension is the models and techniques; the third(3rd) dimension is the crucial role that language and culture play during coaching interventions; and finally, the fourth(4th) dimension refers to the role organisations and families play in enabling coached individuals to thrive. A qualitative methodology was used as a preferred approach for this study. Semi-structured interviews were used to collect data in order to understand the lived experiences and perceptions of participants’ preferred coaching approaches. The total number of participants was fifteen (15). A snowball sampling method was used to get suitable participants for the study. The themes that emerged from the study were self-awareness, coaching a person as a whole, the role non-verbal cues play in coaching, self-limiting beliefs, solution orientated coaching, suitable coaching approach and lastly, improved confidence levels of a leader post coachingItem The role of third generation coaching in response to technological changes in South Africa(2021) Rabe, RoisinOngoing technological change is often synonymous with Bennet and Lemoine’s concept (2014) of Volatility, Uncertainty, Complexity, and Ambiguity (VUCA). The role of leadership is critical to ensuring sustainable responses to these changes(Schwab et al., 2018). A ‘third generation of coaching ‘fit-to-purpose’ to accommodate ongoing change is required (Grant, 2017). One that evolves and matches the complexity of the coaching challenges encountered. Reinhard Stelter’s (2014) narrative coaching approach was explored. Furthermore, consideration to how the learning within a narrative coaching frame might enable more conscious, collective response to ongoing change. The study considered the coaching dialogue and opportunity for dual-learning. The potential for coaching in terms of encouraging personal leadership. The study used a phenomenological research design, to explore the perceptions and experiences of seven narrative coaches, within the South African business context. Like any change, technological change and the disruption it brings, creates initial anxiety and fear (Schein, 2010).Through deep reflection of stories, facilitated through the coaching relationship, a process of ‘slowing down’, allows the anxiety, fear and the disconnect associated with technological change to be externalised. There is a grounding of the executive, within their essence of ‘self’. Thus, an empowering takes place, through examination of identity and ‘self as system’. Third generation coaching allows consideration to learning as evolving. It is not static, is not simple, a quick-fix, or easily measured. It is recommended that measurement and evaluation of learning outcomes be considered within the consciousness and collective identity of the coachee. Through focus on self, deep reflection and a new way of thinking, third generation coaching offers an integrated learning experience, one connecting elements within self. This creates an opportunity to view change, technological or other, as possibility