Palmer, Helen2019-11-052019-11-052019Palmer, Helen Jane (2019) Behaviors within South African business coaching relationships that facilitates excellent outcomes, University of the Witwatersrand, Johannesburg, <http://hdl.handle.net/10539/28351>https://hdl.handle.net/10539/28351A 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, 2019This study articulates coach and coachee behaviours within South African business coaching relationships that facilitate excellent outcomes. This study therefore contributes to the development of the theoretical body of knowledge on coach and coachee behaviours. The study utilised a qualitative approach to interview respondents (within eight coaching dyads) using a semi-structured interview. This served as the primary data source. The data was analysed by identifying common themes across the coach group and the coachee group. This was supplemented with analyses within and across the eight coaching dyads to identify the behaviours that appear to be dominant and critical. Based on the literature review and research findings, there are six components in defining excellent coaching outcomes: (i) greater self-awareness; (ii) change in mind-set; (iii) clarity; (iv) goal achievement; (v) change in behaviour; and (vi) a coaching relationship to go back to (a new finding). In order to achieve these outcomes, both the coach and the coachee must deliberately display specific behaviours. For the coach, this means actively displaying 23 behaviours and for the coachee, it means actively displaying seven behaviours. Three new findings emerged for coach behaviours, namely: taking time to get to know the coachee; being consistently prepared for the coaching sessions; and maintaining contact between coaching sessions. The findings suggest that there may be critical behaviours for both the coach and coachee. For the coach there are three behaviours that appear to be most critical, namely: creating a safe space; contracting; and using various methodologies, tools and literature. For the coachee, there are three behaviours that appear to be most critical, namely: being open-minded; taking ownership and responsibility; and doing the work and taking action. The uniqueness of this research lies in including behaviours of both the coach and the coachee as they relate to excellent coaching outcomes. Therefore, the findings provide value to both coaches and coachees who are currently coaching or being coached. The findings may specifically inform their overall coaching process, paying specific attention to the key behaviours that facilitate coaching excellence. Coach trainers and coaching supervisors may benefit in terms of coach training and supervision of existing and potential coaches. Established coaching accreditation bodies may also find the study a useful contribution to the current understanding and depth of the topic. The research contributes significant value through its evidence-based definition for excellent coaching outcomes and two coaching models for coach and coachee behaviours respectively.Online resource (144 leaves)enExecutive coachingMentoring in businessThesis