Faculty of Commerce, Law and Management (ETDs)
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Item The dynamics of a coach and coachee in a coaching relationship at Sasol(2020) Chonco, ThobekileThe challenge is to get people in the organization to embrace the changes and focus on attaining the goals set forth by the executives, and this requires a change in behavior. Real cultural change can only be achieved if people at all levels in the organization behave in ways that support the strategic direction and goals. People need to know what is required of them in the “new” future. The research aims to establish coaching dynamics existing between coach and coachee and the implementation of a leader-as-coach (L-A-C) approach with the chemical environment. Using a qualitative study method, the research examines the benefits of implementing an L-A-C approach within different role categories at Secunda Chemical Operations, determines the organisational factors affecting the implementation of an L-A-C approach in the petro-chemical environment and clarifies the individual factors affecting the implementation of an L-A-C approach within a coaching relationship. There are clear reasons for implementing an L-A-C approach within the organisation and benefits range from ensuring a leadership pipeline for organisations, improving client and employee retention, and enhancing the organisation’s success due to increased productivity. These benefits, in turn, foster positive benefits for the L-A-Cs (the managers who are coaches) and the employees (the coachees who receive coaching from their managers). Organisational factors include a culture of people centricity which clearly enables an L-A-C approach. This process suggests that the organisation should begin with the organisational performance drivers, and the clear reasons for implementation of an L-A-C approach, followed by an enabling structure and processes, including the development of individual skills.