The coaching process as a catalyst for transformation: perspectives of coaches in South Africa
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Date
2019
Authors
Mogatusi, Venessa Lopang
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Abstract
South Africa is a multicultural and diverse state; executive coaches practicing in
this country are likely to be presented with a myriad of issues from their clients
which they themselves may be challenged by. Therefore, it is important for them
to be aware of their own assumptions and beliefs which inform their worldviews
and shape the way they coach when embarking on a coaching journey with a
client.
This study explored how the coaching process may be transformational for
executive coaches. The main theory that underpinned this study was that of the
dialogic and, as dialogue is a medium for both critical moments and critical
reflection, these aspects were considered as they incite the generation of new
understandings and challenge previously held views to allow a shift in
perspective- which is transformation. As this study sought to understand the
coaches’ individual experiences, an interpretive approach was taken. A total of
eleven coaches who met the selection criteria were interviewed using a semistructured
interview guide. The interviews were transcribed and analysed using
thematic analysis which resulted in several themes emerging.
A noteworthy theme in the research findings was the importance of the coach
education or training that the executive coaches underwent as that led to the
development of self-awareness that they required to engage with their clients at
a dialogic level. Another noteworthy theme in the findings was the participants’
physiological response to critical moments. The participants not only processed
critical moments in their minds, but involuntarily through their bodies as well. The
findings suggest that the dialogic exchange as part of the coaching process is
transformative for both the coach and the client. Through the dialogue with the
client, the coach’s beliefs and assumptions about themselves, their environment
and the people around them are challenged and ultimately changed.
Description
A research report submitted to the Faculty of Commerce, Law and
Management, University of the Witwatersrand, in partial fulfillment of the
requirements for the degree of Master of Management in the field of
Business Executive Coaching
Johannesburg, 2019