Thesis (MPhil)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: In this highly competitive market, organisations are placing a strong emphasis on leveraging its organisational learning (OL) activities to achieve a sustained advantage. Organisations are increasingly recognising the value of partnering with external education providers to implement customized executive education programmes that can address their unique business need. Coaching interventions are frequently incorporated in such learning initiatives to enhance the alignment of the learning and development practises with the organisational goals and to increase the level of learning transfer once the program has been completed. The best-practises of coaching interventions remain however several understudied. This study therefore investigated the importance of multi-stakeholder partnerships on the effectiveness of coaching interventions within a customised executive programme. Qualitative data was collected through a series of semi-structured interviews targeting coaches, organisational learning drivers and delegates to obtain multi-source feedback for enhanced validity of perceptions. The findings were subsequently subjected to thematic analysis resulting in the emergence of 7 core themes. The results emphasised the importance of aligning the interpretation of management, organisational learning drivers (OLDs), coaches and delegates regarding the goals of the organisation and the coaching initiative. A recurring theme across the datasets related to the importance of transparent, direct and open communication prior to the commencement of coaching. Furthermore, the advantages of group coaching highlighted in this study were supported by previous literature. Another important contribution of this study pertained to evaluating and sustaining the mental and behavioural shifts delegates experienced during the coaching interventions. This highlighted the importance of soliciting management support, eliciting informal accountability and post-coaching interventions. As a result of combining multi-stakeholder perceptions, the findings of this study may contribute towards developing a best-practice model for coaching interventions in customised executive education (CEE) programmes.

Thesis (MPhil)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: This research assignment is a qualitative study into the common factors supporting the matching between coach and coachee. The research purpose was to contribute to the lack of understanding of common coach and coachee matching factors based on the views of coaches and coachees respectively, and to provide guidelines for matching to key stakeholders that participate in the practice and profession of coaching. To do this, the available literature on the coach-coachee relationship and matching was reviewed in parallel with the psychotherapeutic literature on the subject. The literature informed the semi-structured interview guide, which was used to interview three coaches and eight coachees following their introductory meetings. The eight introductory meetings between coaches and coachees were the basis for the 16 interviews with the individual coach and coachee participants, and comprised the data used in the thematic analysis. The coach and coachee data were compiled on spreadsheets, allowing key themes to be identified. These themes were interpreted making reference to the literature and then synthesised into super-ordinate themes, from which guidelines were extrapolated for coaches, coachees and client and coaching organisations. It was found that there were two super-ordinate themes common to both coaches and coachees: relational chemistry and perceived personal benefit. These super-ordinate themes were however comprised of different factors for coaches and coachees. Relational chemistry for coachees comprised coach similarity, openness, ability to build rapport, empathy and assurance of confidentiality. Relational chemistry for coaches comprised below-the-line similarity with coachees, a distinction from above-the-line similarity aligned to the literature. Perceived personal benefit to coachees included coach difference, confidence, credibility and derived and expected personal benefit. Perceived personal benefit to coaches included coachee challenge, coachee motivation and fitting the coach’s area of speciality. It was found that matching factors could be grouped generically and specifically. Generic factors could easily be applied in all matching situations and were therefore useful in coach training and coachee match preparation, and specific factors posed the greater matching challenge requiring considered attention by those charged with matching. Relational chemistry, an almost elusive notion in the literature, was found to be the result of particular coach and coachee matching factors. A surprising result was the importance of the coaches’ views, found to be the more tenuous and influential in matching with coachees. It seemed that coaches could regulate the coachee’s matching experience if they were sufficiently motivated to do so based on their perception of personal benefit. The key recommendations of this research are encapsulated in the guidelines developed from the findings. Essentially, stakeholders in the practice and profession of coaching are encouraged to utilise the common factors identified in this research in coach training, coachee preparation, and coach-coachee matching situations.

Thesis (MPhil)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: One of the purposes of management education is to develop people to become effective leaders of organisations with ever-increasing unpredictable futures. Learning from the latest findings in effective neuro-science and well-documented biology and stress research, a more holistic approach to leadership development has been embraced. This approach proposes that leaders, who are able to better sustain themselves through developing their emotional intelligence and cognitive ability, will be more balanced leaders. The South African Revenue Service (SARS) is a semi-autonomous organ of state that derives its mandate from the President of South Africa through the SARS Act no.34 of 1997. It was borne into a democracy which brought about tremendous transformation in every facet of South African life, ranging from growing the country’s infrastructure, to social economic welfare for all, education, health services and security. SARS is responsible to collect over 90 per cent of the country’s revenue. They therefore have to display effective leadership as this democracy has been very sensitive and the citizens of SA have high expectations of Government to deliver on a better life for all. One of the most important tasks of SARS was to engage in total transformation of the entire organisation, including its infrastructure, information technology, policies and procedures and a strong learning culture that embraces effective leadership. One of the transformation initiatives, the School of Leadership, procured several leadership training programmes to address the leadership capability. Leadership coaching has been embraced by SARS starting with the most senior leadership and is now being introduced to all levels of management. During this study, the researcher sought to identify and understand the effect of coaching as a leadership development tool to transform leadership practice. The research identified the respective leadership competencies developed as a result of this coaching received by leaders within SARS and determined to what extent leaders embraced it. It is recommended that the coaching programme is accelerated to all levels of management in SARS and that it receives prominence on the agenda of the Commissioner by making it the most prestigious award in the national annual award ceremony. All managers should have a key performance indicator to encourage the practice of these learnt competencies during the coaching process. Lastly, the recruitment process for all leadership positions should feature these competencies as essential and test for it accordingly through appropriate competency assessments.

Thesis (MPhil)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: The purpose of this research was to suggest the best process to follow for the implementation of an internal coaching programme in a multi-national retail organisation. The key resources and barriers to the implementation of an internal coaching were explored to answer the research question. This research was a qualitative study. Using an inductive approach, it sought to explore and interpret data collected from research participants and documents. A purposive sampling approach was used. A total of twelve top and senior employees from a multi-national furniture retail organisation, that the researcher is employed at, in the Sandton area, participated in the research. Data was collected using semi-structured interview guides and the study of company documents. The critical factors for the implementation of a coaching programme identified by the research participants were similar to the critical factors identified for the implementation of a project, with resources and the purpose of coaching (or impact on the business) as the most critical. Key resources were identified as people, financial support, tools and time. It was also found that a critical factor for the implementation of a coaching programme is the alignment of the purpose and objectives of the programme to those of the organisation. Buy-in from stakeholders, communication and alignment with the Human Resources strategy were the other critical factors identified. A top-down approach is preferred to obtain buy-in from management. The research found that barriers identified with the implementation of a coaching programme were similar to the barriers identified when implementing a project. Given the specific nature of a coaching programme, the research findings also indicated certain unique features in addition to following the same process as the implementation of a project. These features were organisational readiness and the selection of participants in a coaching programme. Implementing an internal coaching programme suggests change and therefore organisational readiness is important. The findings revealed that 83 percent of the research participants believed that knowledge of coaching is essential when implementing an internal coaching programme. Of the research participants, 75 percent believed that a combination of internal vs. external coaches should be used. The suggested process to follow when implementing an internal coaching programme includes the following steps: (i) Establish the need; (ii) Do research on the impact of coaching in an organisation; (iii) Ensure the implementation of a coaching programme is aligned to the strategic objectives of the organisation; (iv) Develop clear objectives; (v) Obtain buy-in from the top; (vi) Allocate the necessary resources; (vii) Develop a clear communication strategy; (viii) Identify milestones and timelines; (ix) Measure progress; (x) Conduct regular team meetings; (xi) Give regular feedback; and (xii) Measure return on investment. The study has some limitations as it only collected data from one organisation. It does however add to the body of knowledge in suggesting a best practice process to follow when implementing a coaching programme.

Thesis (MPhil)--Stellenbosch University, 2014. / ENGLISH ABSTRACT:This research assignment is an exploratory qualitative study into mapping unplanned outcomes of executive coaching. The research purpose was twofold: to address the lack of a common and comprehensive framework for the mapping of outcomes of executive coaching, and to add to the body of knowledge regarding unplanned outcomes of executive coaching. In developing the mapping framework, the available literature was reviewed and, through an inductive process, a framework, model, taxonomy and mapping tool were developed. Based on core concepts attributable to Kirkpatrick, Wilber and Jaques, the mapping tool developed was then tested, using data obtained from a purposive sample of seven semi-structured interviews with Gauteng based coachees. The sample excluded any individuals who had been coached by the researcher. During the data analysis, the planned outcomes were mapped using the mapping tool and related processes. Thereafter the actual outcomes were mapped, identifying those outcomes that matched planned outcomes and those that supported the planned outcomes. A technique named ‘outcome chains’ was developed and used for this process. The unplanned outcomes were identified by a process of elimination, being those that remained unallocated in the planned chain process. It was found that outcomes of executive coaching can be mapped using a framework based on the principles of Kirkpatrick, Wilber and Jaques, with all identified outcomes being mapped successfully. Four categories of unplanned outcomes were identified, namely those that hinder the attainment of planned outcomes, insufficient evidence of achieving planned outcomes, actual outcomes related to planned outcomes but with scope different to planned and, fourthly, actual outcomes unrelated to planned outcomes. Additionally, three themes of unplanned outcomes, each with two sub-themes, were identified, namely personal (sub-themes: physical and spiritual), family (sub-themes: immediate and extended) and work (sub-themes: positive and negative). The most surprising finding was that all seven coachees experienced unplanned outcomes, which is markedly different to previous research findings and may be due to the inclusion of non-work related outcomes. The key recommendations arising from this research assignment embrace the research into, and practice of, executive coaching. Regarding the research elements, it is recommended that the mapping framework developed in this research be further refined and tested as a holistic standard for evaluating the outcomes of executive coaching, including those outcomes that impact the coachee as an individual. For the executive coaching fraternity, it is recommended that coaches challenge themselves and their practices regarding the probability, categories and impact of unplanned outcomes, and introduce measures to maximise the upside and minimise the risks of unplanned outcomes. Finally, the regular testing and recording of the coachee’s reaction to executive coaching is recommended as a predictor of coaching efficacy.

Objective: To explore interventions that support children and parents making health decisions. Systematic Review: A systematic review was conducted to synthesize evidence on interventions that support children’s health decision making. Five studies of variable quality were included. Interventions that improved decision making were decision coaching with or without an educational resource, or education alone. Pre-/post-test pilot: A pre-/post-test study evaluated the feasibility and acceptability of decision coaching guided by the Ottawa Family Decision Guide for children with type 1 diabetes and their parents. Of 16 families invited, 7 participated. Compared to children/parents who preferred one option at baseline, participants who were unsure of the best option rated decision coaching as more acceptable and had larger decreases in decisional conflict. Conclusions: Few studies have evaluated interventions supporting children’s decision making. The piloted decision support intervention was feasible and acceptable, particularly with children and parents who were unsure of the best option.

Improving family quality of life is an important goal when working with families of children with autism. Researchers have attempted to measure changes by developing indices of quality such as affect, stress, and confidence. The purpose of this study was to examine the effects of a group parent-coaching program on measures aimed at addressing quality: a) parent confidence, stress and affect ratings; b) child affect ratings; c) the frequency of coordinated joint attention (CJA); and d) parent report of satisfaction and efficacy. Over the course of four weeks, the coaching program involved group presentations, discussions, video sharing, and problem solving, and individual in-vivo coaching sessions regarding specific child skill development. Results from the five parent-child dyads suggested increases in areas associated with quality of life. Results are discussed in the context of quality themes and mixed methods research.

El presente estudio busca investigar y proponer un modelo de gestión que considere la aplicación del Coaching para optimizar el servicio al cliente de micro y pequeñas empresas MYPE dedicadas a la actividad de consultoría en contabilidad y finanzas. El estudio se realizó en la empresa MYPE Oreant SAC, una organización dedicada a proporcionar servicios de contabilidad y finanzas con diez años de actividades profesionales en Lima Perú. Con el asesoramiento de la Tienda del Coach de España, empresa dedicada a facilitar metodologías y herramientas en Coaching, se confeccionaron cuestionarios de evaluación (test) para medir las veinticinco variables de las tres competencias seleccionadas para el estudio: acción estratégica, trabajo en equipo y liderazgo. Se realizó la evaluación inicial denominada “Diagnóstico” , con los datos obtenidos de las encuestas se calcularon las “Hojas de puntajes” y “Hoja de matriz” para todo el personal, cuyo análisis e interpretación permitió evaluar las veinticinco variables, este diagnóstico nos mostró una “fotografía” del nivel de desarrollo inicial de la empresa. Considerando este diagnóstico y el modelo propuesto, se realizaron actividades para mejorar las competencias del equipo. De acuerdo al modelo sugerido se realizaron setenta sesiones personales y seis talleres grupales de Coaching con la finalidad de mejorar los niveles de calidad, productividad y competitividad en el mercado. Al final de este proceso se midieron los puntajes de las competencias del equipo, en la evaluación final se observaron buenos resultados, se mejoraron las competencias de trabajo en equipo, liderazgo y acción estratégica del personal de Oreant SAC, mejorando los niveles de calidad, productividad y competitividad de la empresa. Palabras Claves: Coaching – Modelo – Diagnóstico - Matriz –Liderazgo / --- This study investigates and proposes a management model that considers a coaching application in order to optimize the customer service of micro enterprises dedicated to accounting and finance consulting service. The study was conducted in OREANT SAC, which is an organization dedicated to provide accounting and finance services, the company has about 10 years of operation and is domiciled in Lima Peru. Besides, with the asses of “La Tienda del Coach” from Spain, an enterprise dedicated to provide tools and methodologies in coaching, evaluation questionnaires (Test) were prepared to measure 25 variables of the three selected competencies: Strategic Action, Teamwork and Leadership. First, the initial evaluation called "Diagnosis", collected data from tests, "Scoring Sheet" and "Matrix Sheet" were calculated for all staff, it permits analyze an interpret 25 variables, this test shows a "picture" of the beginning level from the company. Considering this diagnosis and the proposed model, many activities were developed in order to improve staff’s competencies, we performed (70) personal coaching sessions, (06) group coaching workshops in order to improve the company's quality standards, productivity and competitiveness. Finally, this process measures the staff’s scores, the final evaluation and the results were better than the initial, competencies of Teamwork, Leadership and Strategic Action were developed in OREANT SAC. As a result, the quality levels, productivity and competitiveness of the company increased considerably. KEYWORDS: coaching - model - diagnosis – matrix - leadership.

Psicóloga / El presente estudio tuvo como finalidad la construcción y validación de un instrumento de evaluación de Habilidades de Coaching (IHC) destinado a profesionales que lo ejercen. Así también, se buscó realizar aportes a la validez de constructo de la variable a través de la comparación de grupos según sexo, edad, modelo y experiencia de los sujetos que componen la muestra. Además, se evaluó la consistencia interna de la prueba y se elaboraron normas provisorias para ésta. La confiabilidad del instrumento es de 0.941, según el cálculo del Coeficiente de Alfa de Cronbach. Los resultados arrojaron que no se evidencian diferencias estadísticamente significativas entre los grupos evaluados en el IHC

Thesis (M.M. (Research)--University of the Witwatersrand, Faculty of Commerce, Law and Management, Graduate School of Business Administration, 2012. / This research was conducted to explore what factors are inhibiting the career progression of black executives in South Africa and to investigate how coaching can contribute to their development. A qualitative approach was chosen for the research methodology, to explore the inhibiting factors and perceived coaching needs in depth. A discussion guide for semi-structured interviews was derived from a theoretical framework developed from the literature review. Thirteen interviews were conducted with senior black male executives in the private sector, many of whom were managing directors of large corporations, but all of whom operate at the level of functional manager or higher, according to the Charan and Drotter pipeline model (Charan, Drotter, & Noel, 2011). The sample was split into executives who were coached and not coached to create some triangulation. Interviews were recorded, transcribed and uploaded into Atlas CAQDAS software for analysis. A codebook was created deductively for the initial coding, with 140 codes, 22 categories and four themes being developed from the subsequent analysis. Regarding inhibiting factors, the findings showed that black executives experience high levels of racism. Achieving a critical mass of black executives would create an opportunity to adopt a blend between the current common Eurocentric management style and an Afrocentric one. Aspects of black culture can be detrimental to executives’ effectiveness, particularly the ability to confront other executives as superiors or colleagues. Experience gained overseas seems to limit this effect. Creating a positive support environment for the black executive is important for the creation of a pipeline of executives. Having a supportive family background, and maintaining a positive attitude is key. Educational background no longer appears to be an inhibiting factor, as most executives have attended historically white institutions (HWIs). Most respondents had co-opted unofficial mentors at work during their careers. A distinct lack of visibility through substitute networks for the historical Anglo American model from schools and universities makes sourcing black male recruits ii difficult. Lack of experience is a limiting factor, and observations were unanimous in condemning the destructive effect of job-hopping on black executives’ careers. Talent management practices were surprisingly positively reviewed; coaching is seen as beneficial for creating a pipeline. Fifty areas for application of coaching were identified and grouped under the Katz (1974) model of skills needed for managerial practice, namely conceptual skills, human skills and technical skills. 40% of the findings revolved around human skills, both interpersonal and intrapersonal. The most important topics include: enhancing leadership, performance management, managing corporate politics, building networks, leadership style and team leadership. In the intrapersonal category, topics noted were: raising self-esteem, coaching for performance, raising self-awareness, emotional intelligence, coaching through strengths, and coaching for transitions. South Africa still suffers from a historical legacy, where numerous factors are inhibiting the full participation of black executives in top management at the level required to achieve a sustainable political and economic environment. Coaching was found to be a suitable leadership development tool for many applications identified in the research.