The coaching process as a catalyst for transformation: perspectives of coaches in South Africa

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.