The influence of executive coaching on female leadership in East Africa

Abstract

This research investigates the influence of executive coaching on the leadership development of women leaders in East Africa, a region marked by patriarchal norms, high power-distance cultures and underrepresentation of women in senior leadership. Adopting a qualitative methodology, the study draws on in-depth interviews with five women leaders and five executive coaches operating across Kenya, Uganda, Tanzania, Zambia and South Sudan. Thematic and discourse analyses reveal that executive coaching serves as both a developmental tool and a mechanism of resistance, enabling women to navigate gendered expectations, balance personal and professional identities and assert leadership in male-dominated sectors. Executive coaching was found to significantly enhance strategic thinking, communication, decision-making and stakeholder engagement, while also cultivating psychological resilience and authentic leadership presence. Furthermore, participants reported that coaching empowered them to challenge organisational bias, champion inclusion and mentor other women—amplifying their influence beyond the individual level to drive systemic and cultural transformation. By situating coaching within the sociocultural realities of East Africa, this study extends existing leadership theories and coaching frameworks, offering original insight into how culturally attuned executive coaching interventions can unlock the leadership potential of women and catalyse sustainable organisational change. These findings hold practical implications for leadership development programmes, executive coaches and policymakers seeking to build inclusive and resilient institutions across emerging economies.