Exploring the effects of a coaching leadership style on the relationships between managers and direct reports in South Africa

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dc.contributor.authorJackson, Filomena Anna Patrizia
dc.date.accessioned2017-12-01T08:20:12Z
dc.date.available2017-12-01T08:20:12Z
dc.date.issued2017
dc.descriptionA research report submitted to the faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfilment of the requirements for the degree of Master of Management (Business and Executive Coaching) Johannesburg, 2017en_ZA
dc.description.abstractThe objective of the study was to explore how a coaching leadership style adopted by Managers in different organisations, influences the relationships they have with their direct reports. The study used the qualitative method and semi-structured interviews were conducted with 22 participants, comprising 13 Managers and nine Direct Reports in various organisations in private and public sectors based in Gauteng, South Africa. This study contributes to the research and literature available on coaching leadership style and employee coaching, which occurs when an employee works one-on-one with his/her direct manager to improve his/her work performance and other areas that need attention. Executive Coaching has been extensively researched and refers to when an executive in an organisation is being coached by an external coach who is normally chosen by the Executive and paid for by the organisation. In Employee Coaching however, the coaching is conducted by the direct Manager and the employee has no choice in who the Manager is. Relationships between Manager and Direct Report are therefore crucial and these could be influenced by the Manager‟s leadership style. The findings suggest that within a South African context, the term “Coaching Leadership Style” is not a term that is widely used in organisations to describe a leadership style, however this style emerged through the behaviours that the Managers displayed. The findings further posit that coaching plays a pivotal role in influencing relationships between a Manager and his/her Direct Reports and that coaching may also cause shifts in leadership styles. The research provides insight into the leadership styles that Managers prefer to adopt and deepened understanding of how coaching adds value in a leadership context. The results add to the body of knowledge on how coaching affects leadership effectiveness and how it influences relationships between Managers and Direct Reports.en_ZA
dc.description.librarianMT2017en_ZA
dc.format.extentOnline resource (166 leaves)
dc.identifier.citationJackson, Filomena Anna Patrizia (2016) Exploring the effects of a coaching leadership style on the relationships between managers and direct reports in South Africa, University of the Witwatersrand, Johannesburg, <http://hdl.handle.net/10539/23441>
dc.identifier.urihttp://hdl.handle.net/10539/23441
dc.language.isoenen_ZA
dc.subject.lcshEmployees--Coaching of--South Africa
dc.subject.lcshLeadership--South Africa
dc.subject.lcshEmployee motivation--South Africa
dc.titleExploring the effects of a coaching leadership style on the relationships between managers and direct reports in South Africaen_ZA
dc.typeThesisen_ZA
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