The perceived effectiveness of executive coaching for leadership development in South Africa
Date
2019
Authors
Mvelase, Mandla. I.
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Abstract
Although executive coaching is relatively new to South Africa compared to the
western world, it has become quite important as a tool for leadership
development and support. Executive coaching is a client-centred, relationshipbased,
collaborative, reflective, contracted goal-driven interactive process to
facilitate client learning and improvement in leadership development.
Management/business leaders have experienced executive coaching as a
leadership development tool but they cannot fully determine the efficacy of
the different factors that are mostly effective.
The study explored the perceived effectiveness of executive coaching as a
leadership development tool in South Africa through the lived experience of a
sample of management/ business leaders, all of whom have had direct
reports been coached. The interview process was inductive in approach to
allow the participants to share their lived experiences and their perception of
the effectiveness of executive coaching.
A significant theme in the findings was that a well-planned executive coaching
programme supports continuous personal improvement for leaders and
managers. Another key theme was that leadership development is perceived
as an imperative intervention in South Africa. The last theme to emanate from
the study was that executive coaching is transformational.
The research participants had all experienced executive coaching as effective
in developing their direct reports. Invariably all the participants had undergone
coaching themselves although the study was about people reporting to them.
Their context in this study is that they were sponsors of the coaching they
were evaluating.
Keywords: executive coaching, leadership development, client learning,
effectivenes of coaching
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Citation
Mvelase, Mandla (2019) The perceived effectiveness of executive coaching for leadership development in South African,University of the Witwatersrand, Johannesburg, <http://hdl.handle.net/10539/29106>