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Abstract   A coach is a good listener, who asks many effective and open questions. In addition, the coach's work procedure should promote innovative thinking and start a person's learning and analytical mindset.  It's pretty much about helping others learn for themselves.    But what does it look like in reality and how do active leaders in professional organizations view coaching and the coaching approach?   The purpose of the study is to investigate leaders' views and perceptions of coaching and the coaching approach within professional organizations. The method used for the survey was semi-structured interviews, after which the analysis work was supported in thematic content analysis. The theoretical framework that the study is based on is the theory of transformative leadership.     The main result showed that the active leaders within the organizations perceive the coaching approach as a way to manage and meet different situations in their leadership role. A leader with good communicative knowledge, who creates conditions and understands the employee's needs is how the leaders choose to describe the coaching leader. The method of success in their coaching leadership is, according to the respondents, responsiveness and to spend time building a relationship with the employee.  They believe that a coaching leader promotes motivation and a culture that is pleasant to be in. The result of a coaching approach seems to be positive and all parties believe that the entire organization benefits from it. The parties themselves believe that the research area is difficult to define and that their own perception regarding coaching is somewhat diffuse and not always easy to describe.  Some people believe that the coaching approach permeates the entire structure of the organization, while others highlight that the organization could advantageously review the structure so that the organization could apply coaching as a method. For those who perceive that the entire organization is coaching, it feels like a requirement to apply a coaching leadership. The others who do not have the coaching method as clearly integrated in the structure of the organization believe that it is a voluntary choice. Something the leaders apply because it is supposedly a way to achieve good results.     Keywords: coaching approach, coaching, leadership, organization, transformative leadership

Coaching efficacy is largely influenced by mastery experiences such as formal education, coaching experience, and sport participation. Further examining specific experiences, such as exposure to sport psychology, may prove helpful in advancing our understanding of coaching efficacy. Thus, the purpose of this study was to explore male high school coaches' coaching experience to determine whether sport psychology education and interactions with sport psychology consultants relate to coaches' coaching efficacy. Participants, 585 males (Mage = 43.89 + 10.02), completed an online survey measuring coaching efficacy and coaching and sport psychology experience. A hierarchical regression analysis revealed that after controlling for years of coaching experience and school size, sport psychology education and interactions with sport psychology consultants were associated with higher overall coaching efficacy scores (p < .001). Additionally, analysis of covariance revealed that those with extensive sport psychology education had statistically higher coaching efficacy scores than those reporting no sport psychology education (p < .05). Knowledge of these phenomena may be relevant for sport psychology consultants, coach educators, and researchers.

In this research document, an attempt has been made to investigate the role of principals in managing teacher performance in Gaborone Adaptive Schools. The purpose of the study was to find the significant role that principals play in mentoring, supervising and guiding teachers in schools. The study intended to address the following research questions: • What is the scope and role of principals in managing teacher performance? • Are the principals trained in issues pertaining to teacher performance management? • What are the main factors that contribute to good teacher performance? Principals are faced with a challenge of having to supervise de-motivated teachers who do not produce good academic results due to the following factors such as low salary income; limited resources in adaptive schools interlinked with academically challenged learners. The research study was situated in an interpretive paradigm and the sample consisted of ninety (90) teachers and eighteen (18) Top Management members from Gaborone Junior Secondary Schools. The sampling technique used was purposive sampling. The study employed both qualitative and quantitative research design and the following instruments were used for qualitatively derived data: interview, document analysis, literature survey and observation. A questionnaire was employed for collection of quantitatively derived data. Quantitative data was analysed using SPSS (version 17) whilst qualitative data was analysed through the content analysis strategy. This study's theoretical underpinning was grounded under the two motivational theories of Maslow and Herzberg. The findings of the study revealed that principals are not trained on issues pertaining to managing teacher performance; motivation is an essential ingredient for employee performance; teacher involvement enhances their performance; parental involvement bears good academic results; and teacher salaries in Botswana are low and that has a negative impact on teacher performance which in turn influences learner's academic results. The following basic recommendations are made: • Newly appointed principals and supervisors should undergo induction and inservice training. • Regular Performance Management System (PMS) workshops for teachers and principals should be organised so that teachers and principals can be well informed on issues of PMS. • Incentives for teachers who are producing good results should be considered as a tool for motivating them. / Thesis (M.Ed) North-West University, Mafikeng Campus, 2011

This thesis examines the sales manager's coaching of employees and its effectiveness in the sales context. While some authors maintain that managers would do well to spend more time coaching their sellers to improve their performance, a review of the literature reveals that coaching is still not well defined and that the positive impact of managerial coaching on employee development and performance has yet to be established. Most authors who have addressed the concept approach it from an individual perspective of leadership or management. Though very interesting, this perspective does not take into account the exchanges between the two parties. For this reason, we recommend a theoretical framework based on an interpersonal perspective in which coaching is considered from the point of view of communication and is conceptualized as a developmental interaction between the manager and the seller.This model is supported by the interactivity principle applied to one-on-one sessions between the manager and the seller. We propose a classification of one-on-one sessions that takes into account the following two aspects: the relationship adopted and the coaching process employed. We consider the effect of coaching through the seller's perception. The results of a survey conducted in Quebec's financial services sector support our model. They reveal that seller performance is influenced both by the coaching method and by the type of relationship developed during the coaching sessions. In other words, adopting a structured method and maintaining a partnership relationship with an employee increases the employee's performance. Therefore, in addition to determining for the first time how sellers perceive the coaching practices implemented by their managers, our research allows us to assess the various elements that play a role in improving seller performance. We suggest a number of managerial implications that are supported by the results of our study. Our conclusions draw attention to the value of the practice for the employee who benefits from it and, by extension, for the manager who applies it.

Les immigrants sont confrontés à un certain nombre de défis dans leur intégration en milieu de travail. Un encadrement particulier pourrait les aider à relever ces défis, notamment à l'aide de techniques empruntées du coaching . L'objectif de cette recherche exploratoire est donc l'identification de pratiques d'encadrement efficaces auprès des travailleurs immigrants. Pour cette recherche qualitative, des entrevues semi-structurées ont été conduites auprès de superviseurs expérimentés. Ces derniers constatent des aspects positifs à leur travail auprès des immigrants et disent rencontrer en général moins de difficultés auprès des employés immigrants qu'auprès des Québécois. Ils adoptent des objectifs et moyens semblables auprès de ces deux groupes. Les objectifs visés sont de l'ordre du développement des compétences centrées sur la tâche et des compétences relationnelles, de la responsabilisation, de la santé et de la sécurité au travail ainsi que du respect des règlements. La principale difficulté rencontrée auprès des immigrants concerne la différence de langue, quoique les caractéristiques culturelles et les relations intergroupes peuvent aussi causer des difficultés mineures et vites résolues. De même, certains aspects positifs exagérés, telle la sur-production, peuvent ainsi devenir quelque peu problématiques. Quant aux moyens utilisés pour gérer ces difficultés, la suppléance constitue le moyen privilégié par les superviseurs. Ils utilisent également des techniques de communication, l'assistance et des stratégies de centration sur la tâche dans une assez grande mesure.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: The concept of executive coaching has become known over the last 20 years. Executive coaching is a service that is provided to managers and leaders within organisations in order to help them to make changes that will lead to increased personal and organisational performance. Coaching helps leaders to function better in the business world by helping them to see beyond their own mindsets; helping them to learn new skills; and helping them to overcome deeply ingrained habits and behaviours that may be restricting their further success. Coaching is not targeted specifically at executives that are experiencing performance problems, but at any manager or leader that wants to learn or change in some way, or simply wants to further increase their performance. The need for executive coaching has arisen due to the speed at which the world is developing and hence because of constant change. Globalisation, technology, mass production and increased levels of democracy have lead to a highly competitive business world. The leader and manager of today have to be highly efficient and deal with a much broader range of tasks than ever before while being highly advanced in the areas of personal and interpersonal skills. These same changes that have affected the world have lead to changing social norms where people have the need to partiCipate and be heard. The traditional management approaches to business whereby leaders commanded their employees to execute their ideas, is no longer an efficient practise as business is just too complex to centralise decision making. The concept of organisational empowerment which became know in the late 1980's has to do with the top leaders of organisations sharing their power and authority with those lower down in the organisation. Empowerment is seen as the key to sustainable organisational success, however it is complex to implement, takes considerable time and needs dedication, focus and drive from top leaders to be successful. Top leaders however will need to transform their own styles, habits and skills in order to successfully empower their organisations. Executive coaching is seen as the best method to help leaders and managers to empower their organisations by assisting them to change their leadership styles, learn better personal skills and to properly plan and execute changes that need to be made within the organisation. The use of executive coaching will also teach executives how to coach all those within their organisations, which will further help change the organisation from a traditional culture to a culture of collaboration and support. / AFRIKAANSE OPSOMMING: Die konsep van bestuursafrigting het in die afgelope 20 jaar bekend geword. Bestuursafrigting is 'n diens wat gelewer word aan bestuurders en leiers binne 'n organisasie om hulle te help om veranderinge te maak wat sal lei tot verhoogde persoonlike en organisatoriese prestasie. Afrigting help leiers om beter te presteer in die besigheidswereld deur verby hul eie gedagte raamwerk te kyk, nuwe vaardighede aan te leer en om diep ingewortelde gewoontes en gedrag te oorkom wat sukses verhinder. Afrigting is nie net gefokus op uitvoerende amptenare wat prestasie probleme ervaar nie, maar op enige bestuurder of leier wat wil leer of verander, of prestasie wil verbeter. Die behoefte vir bestuursafrigting het ontstaan as gevolg van die tempo waarmee die wereld voortdurend verander. Globalisering, tegnologie, massa produksie en verhoogde vlakke van demokrasie het gelei na 'n hoogs kompeterende besigheidswereld. Die hedendaagse leier en bestuurder moet hoogs effektief wees, meer take kan verrig as ooit tevore en ook nog hoogs gevorderd wees in terme van interpersoonlike vaardighede. Hierdie veranderinge het ook gelei na veranderende sosiale norme waar mense meer betrokke wil wees deur insette te lewer. Die tradisionele benadering tot besigheid, waar leiers opdragte gee aan werknemers om hulle idees uit te voer, is nie meer effektief in die huidige komplekse samelewing nie. Die idee van organisatoriese bemagtiging, wat in die laat 1980's bekend geword het, het te make met die verspreiding van mag van die senior bestuur in die organisasie na laer vlakke. Bemagtiging is die sleutel tot volhoubare organisatoriese sukses maar, dit is moeilik om te implementeer, het baie tyd en toewyding nodig en benodig fokus van die top leiers om suksesvol te wees. Daarom moet top bestuurders hul eie styl, gewoontes en vaardighede transformeer om bemagtiging suksesvol te implementeer in hul organisasies. Bestuursafrigting word gesien as die beste metode om leiers en bestuurders te help om hul werknemers te bemagtig deur hulle te help om hulle leierskapstyle te verander, beter persoonlike vaardighede aan te leer en om beter organisatoriese beplanning en uitvoering te fasiliteer. Die gebruik van bestuursafrigting leer bestuurders hoe om ander te mentor wat die tradisionele kultuur van bestuur vervang met een van samewerking en ondersteuning.

Bakgrund: Idrotten är en viktig del av de flesta barn- och ungdomars liv, för att idrotten ska bli rolig och uppfostrande krävs det att det finns kompetenta ledare som kan ställa upp. Syfte: Den här studien syftar till att undersöka utbildnings- och upplevd kompetensnivå hos tränare för ungdomar 13-16 år.  Metod: Studien genomfördes med hjälp av en kvantitativ metod och enkäter skickades ut till 226 tränare inom fotboll, innebandy och ishockey, varav 116 av dem svarade. Resultat: Resultatet visade att 33% av tränarna hade universitetsutbildning, 47% hade mer än 3 utbildningar inom SISU eller inom förbundet. Det är främst idrottsspecifika områden inom idrottspsykologi, idrottsskador &amp; rehab, ledarskap &amp; tränarskap, träningslära samt kost- och näringslära som tränarna själva vill lära sig mer om. Den upplevda kompetensnivån var högst inom den professionella kompetensen som handlar om idrottsspecifik kunskap. Det verkar finnas en tendens till ett negativt samband mellan intrapersonell kompetens och antal utbildningar inom SISU och förbund. Diskussion: Medelvärdet för upplevd kompetens låg under ´´Medel´´på alla områden, dock var professionell kompetens högst och intrapersonell kompetens lägst. Vilket kan bero på att den professionella kompetensen ofta anses som mest nödvändig att ha som tränare.

Thesis (MPhil)--Stellenbosch University, 2012. / When the new South African Government was elected to power in 1994 it had a special mandate to provide appropriate services to all the people of the country. This was, still is and will continue to be a massive responsibility of government and one that requires total commitment by people at all levels of government. However, the negative effects of the legacy of the past apartheid education and training system cannot be over emphasised in this regard. The need for redress and re-skilling of public servants as a result of the changing and ever-increasing demands for quality service delivery puts a lot of emphasis on further development and underscores and further supports the issue of lifelong learning in the Public Service. However, far more complex are the people leadership and shifts in management mind-set that must happen. Yet, unless people in the government sector change how they think and work, service delivery outcomes will fall short of what the poorest and most vulnerable citizens need. The legislative frameworks seek to transform a culture of Public Service delivery from prescribing service packages to citizens, to putting citizens at the centre of service delivery through the Batho Pele (“meaning” the People First) Principles. In giving credence to the above and the enormity of the challenge of quality service delivery, the researcher of this research report narrowed down the scope of the research to the Provincial Government Western Cape. The “new” Provincial Government Western Cape (PGWC), after the 2009 national democratic elections, has embarked on a process termed “modernisation” The modernisation project spans across all activities that are under the control of the PGWC. The human resource development function of the province is one such function that is being repositioned in terms of the modernisation project objectives. This, therefore, means by implication that the training and development aspects of the human resources development were reassessed. This was re-enforced by the following statement from a provincial document titled blueprint- provincial training (2010) – “One of the major causes of poor service delivery is the fact that employees are not adequately skilled or that skills have become out-dated”. This brings into focus the rational for the topic of this research report: Exploring the need and use for management coaching to develop senior management competencies within The Provincial Government Western Cape, v and the stated aim of this research report: Exploring the need and use of management coaching to develop the management competencies of the Senior Management Service (SMS) employee component within the Provincial Government Western Cape (PGWC) and furthermore, make recommendations based on the findings of the study as to the need and application of management coaching within the PGWC. This research is exploratory and used qualitative research techniques. The study is undertaken as not much actual literature is available on the topic that is being researched. This in essence justifies why the research is exploratory as qualitative methods are particularly well suited to studies which canvas a variety of opinions and stakeholders (Ebrahim, 2008). The data analysis method used is content analysis which is defined as a systematic, research method for analysing textual information in a standardised way that allows evaluators to make inferences about that information. The research followed the steps in using content analysis as the method to analyse the results from semi-structured, open-ended interviews conducted with 14 individuals identified as the stakeholder group. To assert that the research result based on content analysis is valid is to assert that the results do not depend upon or are generalisable beyond the specific data, method or measure of a particular study.

Thesis (MBA)--Stellenbosch University, 2012. / The new world of business requires the growth and development of all staff to ensure a competitive advantage for the organisation by maximising the effective and productive impact of the human resources of the company. It is in this context that the informal coach within the company can make the greatest impact by facilitating the development and growth of aspiring leaders and managers to reach their full potential. In this context, the informal coach will be an employee of the company and have a regular designation within the organisation. Apart from his or her daily duties, the coach will aspire to provide guidance and facilitate change with fellow employees on an informal and relaxed basis. The coaching will not take place during formal sessions, as is the case for a traditional coaching process, but will be guided by daily interaction between the coach and client within the work environment. When fulfilling this role the coach needs to be aware of the core principles, skills and values to form the basis of the coaching process. The coach should further have a clear understanding of the independent position that is required within the interaction with the client, where the focus is on the goals, hopes and curiosities of the client as a centre to growth and development. The coach should consider the perspectives of the client that was formed by the client’s life experiences and that could have a profound impact on the effectiveness of the coaching interaction and the possible hindrances to optimal personal development. During this process the particular life stage of the client will play a prominent role in the interaction, with the coach to consider the specific needs and desires of the client in context of his or her development stage or managerial level. The personal and organisational leadership style of the client and the company should be considered when initiating a coaching process, with the client required to be capable of utilising a variety of leadership styles effectively to assure the optimal use of teams. The coach should assist the client to develop the capacity to identify which leadership styles are required under certain conditions and how to use it effectively. The leadership pipeline and succession planning within the company will play an important role in the way the client will be guided to fulfil a specific management or leadership role. In this case the coach will need to be aware and collaborate with human resource planning within the company to ensure that the identification and development of the client is aligned with company strategies and planning. Throughout the interaction the coach should provide feedback to the client on the progress made during the coaching process. This feedback should be managed appropriately to act as motivation to the client for further development. Typically a 360° peer review can be used as a source for feedback as long as it is properly managed to yield accurate and appropriate results. The role of the informal coach should thus not be underestimated in the workplace to facilitate personal growth for individuals and managers to ensure the continued strategic strengthening of the company and the future survival of businesses.