Faculty of Commerce, Law and Management (ETDs)
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Item Sponsorship, executive coaching and the career progression of black women in the banking sector in Gauteng(University of the Witwatersrand, Johannesburg, 2023) Legote, TebogoThe banking sector transformation journey is not vastly different from other industries that are male dominated. With the increasing number of women joining the workforce, there is great demand for institutions to diversify and improve upon the representation of women in senior, decision making roles. Not only is this a legislative requirement, transformation is enshrined in the charter. Black women continue to be a marginalised group, as evident in a number of studies that highlight the challenges experienced by black women. The study sought to understand how sponsorship and executive coaching alleviates such challenges, and the effect of the sponsorship in the coaching process. Using an interpretive inductive approach to the study, a qualitative research methodology was applied to collect data from ten senior and executive managers, using semi-structured interviews as a tool. The phenomenological study enabled the collection of informative insights, shedding light on experiences of black women, of sponsorship and executive coaching. Information obtained from the interviews was analysed employing thematic analysis and fourteen themes and several sub-themes surfaced. The findings illustrated positively career advancement as a result of sponsorship, however, no evidence showed sponsorship influence on the coaching process. The study concludes that sponsorship and executive coaching can enable career progression for black women in the banking sector. The study recommends that in order to understand the plight of women in the workplace, unconscious biases should be dispelled. The recommendation also draws attention to the significant role that sponsors can play in advocating for gender equity in general not limited to managing the careers of a fewItem The effectiveness of executive coaching in enhancing leadership development in a State-Owned Company in South Africa(University of the Witwatersrand, Johannesburg, 2021-02) Khanyile, Nonhlanhla Maureen; Hlatshwayo, ElonaThis study's primary purpose was to explore the views of the executives’ and senior managers’ experiences of the executive coaching process and how this has enhanced their leadership development in a South African State Owned Company (SOC). Additionally, it explored the purpose of the Human Resources Talent and Transformation Department for embarking on the coaching programme, and the tools it uses to measure the executive coaching effectiveness. The study assumed a qualitative design, using semi-structured interviews with eight previously coached executives, senior managers, and two HR Talent managers. The study applied thematic analysis to analyse the interviews, and then identified common themes across coached executives and HR Talent managers. Based on the literature review and study findings, there are six elements which are key to the coaching process: (1) choosing a coach, (2) relationship with coach, (3) coaching environment, (4) setting goals, (5) assessment process, and (6) organisational support. The study submitted that the executives viewed coaching as a process having a positive impact in their work and personal journeys. To achieve these outcomes, the coaches must show trust and confidentiality, empathy, create a safe environment, and skills. The coaches must be willing to be open, and committed to the coaching process. The study suggests that there is no universal measure of executive coaching effectiveness. One of the study recommendations is that the HR Talent must establish the evaluation method to provide a correct measure of executive coaching effectiveness. The findings provide value to other SOCs seeking to embark on coaching or currently running the coaching programme. The coaching community (coaches, coaches, and established accredited coaching bodies) may also find this study beneficial in understanding the complexity of the subject matter.Item The impact of coach competencies on the outcomes of executive coaching in South Africa(2022) Cannell, KathyIn South Africa, and globally, the coaching industry has seen a significant growth. Companies are focused on developing their leadership and as a result, have progressively been using coaching. Consequently, outcomes are expected. However, it is imperative to understand what contributes towards these outcomes. Since the practice of coaching has increased, companies need to scrutinise on who is best qualified to provide the coaching. The challenge is whether practitioners are suitably qualified to deliver on coaching outcomes. This study aimed to contribute to the literature on coach competencies impacting coaching outcomes. The study had identified four areas of coach competencies namely, coaching knowledge, psychological knowledge, organisational knowledge, and business acumen and sought to ascertain the impact on the coaching outcomes of goal attainment and self-efficacy. A quantitative research methodology was employed, and business and executive coaches were identified as the population for the study. The sample consisted of business and executive coaches registered with COMENSA as well as other individual coaches. A link to an online survey was provided and the Qualtrics platform was utilised. Anonymity of the respondents was ensured. The findings of the research showed a positive impact for one of the areas of coach competencies on the outcomes identified and non-significant impact on the other three areas. The findings provide insight to executives as well as the professional coaching associations. Research into coach competencies and outcomes of coaching is imperative as the aim is to professionalise the coaching industry and make it more credible.Item Coaching managers to facilitate integration after an agricultural acquisition in South Africa(2020) Mashile, Theodorah DuduGenerally, organisations continuously search for ways to enhance the capabilities of their leaders to maintain pace with the ever-evolving business environment. Leaders frequently lack dynamic leadership behaviour; consequently, they need effective interventions to develop their emotional and social intelligence competencies to achieve their organizational or work-related goals. The current study aimed to investigate the role of coaching in facilitating team integration after an acquisition. Majority of influential managers come from environments where technical, financial and operational knowhow were a priority, and these skills have provided little help when it comes to guiding people through change. The research followed the interpretive worldview. Data was collected from managers who have several people directly reporting to them. The sample consisted of mid-managers leading teams from both the acquired and acquiring companies. Face-to-face interviews were held with the participants—also, observations, detailed notes and researcher reflections. Research findings confirmed that managers have a gap of being more taskorientated and less on being people orientated could be closed through coaching managers through this transition. The findings of the study further suggest that coaching can be used as a tool to develop the required skills to handle most changes that come with the integration stage. Coaching has the potential to assist leaders to recognise their own emotions better and also acknowledge and manage their teams' emotions during the most uncertain period of organisational change. It helps to rely on their strengths and focus on their areas of development to lead and embrace changeItem 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 Inclusion of life coaching to supplement business coaching for young professionals at a state-owned company in South Africa(University of the Witwatersrand, Johannesburg, 2021) Gongo, Pumelela Nikiwe NozukoThis research explores whether and how life coaching can be included as a supplement to business coaching of young professionals in training (YPTs) within the context of a South African state-owned company (SOC). Business coaching is meant to provide them with the requisite skills and competencies aligned to their qualification and choice of career in the business world. These skills would enable them to perform at entry or first-line management level in the workplace. This research relied on a qualitative thematic analysis methodology using semi-structured interview data through purposive sampling obtained from current YPTs (between 2018 –2020), past YPTs (prior to 2018), and process owners of the YPT programme. The YPT programme content consists of hard skills and the technical skills needed for the task and job at hand, plus the soft skills required to function in the business’s social and interpersonal environment. Including life coaching as a supplementary process for business coaching would enable a holistic and integrated developmental approach, including the requisite competencies required for optimal workplace performance and personal life. The research finding provided evidence that there is a lack of formal structure and progress monitoring, together within consistent implementation of the YPT programme in this SOC, as indicated by members of all three participant groups. More importantly, this research found that all three participant groups agree there is a need to include life coaching in the programme. Although soft skills are essential for YPT development and other life skills are gained by YPTs, this is done rather informally and is unstructured: it also does not represent the full spectrum of the life-coaching field. This study confirmed the assumptions that life coaching is needed to enhance the current YPT programme. While business coaching is adequate for the professional development of YPTs it lacks the personal development or life skills aspects relevant to such a significant life event. The research also found that the YPT programme does not involve specific coaches, as defined in the literature, but instead mentors...and that these terms are used interchangeably among participants. The research identified that a broader analysis of the overall efficacy of the YPT or graduate in training programme should be conductedacross South Africa in collaboration with institutions seeking to improve graduates’ employability, thereby alleviating not just the national skills shortage but improving the economic infrastructure. This type of research could also offer a framework for companies to use and ensure their programmes are relevant, adequate, and operated formally with specific outcomes