The perceptions held by newly promoted managers or those managers who have moved between managerial roles, when it comes to their own job performance in the workplace, remain interesting. An exploratory research design method was followed with the aim of providing evidence-based literature in order to explore how coaching can influence the perceived job performance of these managers, considering the amount of effort needed from them to adjust to their roles. The study was conducted using a convenience non-probability sample of managers who are working in different sectors ranging from public utilities, the media as well as engineering and gas industries. Data were collected from the research participants who were readily available and transcripts were produced. In order to maintain accuracy, the transcripts were based on recordings of the outcomes of semi-structured, one-on-one interviews conducted using a research interview discussion guide. A triangulation process to collect data from different sources was used, focusing on managers who received coaching and managers who did not receive coaching, as well as the managers managing the aforesaid categories of managers. The data collected were transcribed and then analysed using Atlas.ti software, based on themed content analysis. The results provide a South African perspective on the perceived influence of coaching on newly promoted managers or those managers who have moved between managerial roles. The findings demonstrated that coaching can contribute positively to the role transition and work adjustment of these managers, as one of the managers who had been coached indicated, saying, “It assisted me in affirming myself in the role.” The meaning attached to the findings is that coaching can contribute towards building the necessary confidence to lead and manage others. However, the lack of a common criterion for measuring successful job performance, focusing on specific managerial competencies, remains a challenge. The research participants in this study took up coaching for different reasons and the level of impact was thinly spread across these dimensions. Therefore, more scientific research still need to be done to get empirical evidence on the impact of coaching on perceived job performance in a South African context, using a common criterion and specific managerial competencies. / MT2017

A 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 Business Executive Coaching Johannesburg, 2017 / This research focused on the influence that team coaching had on alleviating the challenges that emanate from team conflict. There is little work done to expand on how team coaching may assist in the transition from conflict to performance, within organisations. Organisations employ individuals who share similarities and also differ significantly in education levels, efficacies, personalities and worldviews. They appoint these diverse individuals to achieve their goals and objectives. These employees are organised to form teams that will perform different duties in alignment to organisational goals, and teams are more effective than individuals. Teams encounter challenges, and one challenge is conflict. There are three conflicts they may encounter: a) relationship, b) process, and c) task conflicts. For this qualitative research, constructive-interpretivism was appropriate because it meant that the researcher and the participant were interacting and the interaction surfaced deeper meaning. Phenomenological research design was used to explore participants’ conscious experiences which were then studied and interpreted. Data was collected from team coaches and their coachees, in different organisations, both from public and private sectors, using semi-structured interviews and observation. Key findings are that there is a skills gap in team coaching. Most team coaches interviewed are team coaches by virtue of being line managers. Others are trained coaches, but in different approaches and not in team coaching. The skills applied to resolve conflict are in line with their training as managers/leaders and some aligned to coaching skills. The other finding was that teams undergo some form of conflict and they were able to move from storming to performing, through the interventions by team coaches. The key message is that team coaching does influence team functioning towards the attainment of organisational goals. / MT2017

M.B.A. / Different types of mentoring were investigated to determine this state. Individuals as well as organisations were approached to investigate mentoring from both aspects (Organisations mentoring programmes and individual mentoring experiences). This study was conducted by using secondary data from the literature study and primary data from questionnaires. This was done by approaching HR departments to distribute questionnaires to employees within their organisation and consultants who distributed questionnaires to employees within the organisations they were consulting to. The literature study reviewed previous research within this subject and was useful in preparing the questionnaires as well as comparing against the answers received. By using the HR departments and consultants the researcher felt that the intended persons would be reached. Also the thought behind this methodology was that if a person of authority were to distribute the questionnaires there would be an increase in the response rate and limit the amount of spoilt papers. The downside to this method was the possibility of respondents doctoring their answers to make their superiors look better than they were. Hopefully this was overcome by the option of anonymity. HR consultant organisations were also contacted to ascertain how many actually conducted formal mentoring programmes for other organisations. Finally the research highlights that although mentoring does take place in organisations today, the vast majority are informal and left up to the individuals to foster themselves, whereas there is a vast shortage of formal mentoring programmes initiated by organisations themselves. Also, of organisations in the workplace that are HR orientated, very few provide dedicated mentoring programmes as part of their services.

To enable a business to grow and to uplift the economic and social development of its employees, it is vital that skills are provided to individuals. Businesses today strive to retain employees, as their skills learnt, prove to be a valuable asset that takes years to replace. For this reason, all means available are utilised to retain employees in the workplace. The term coaching is a relatively newcomer to the world of business and is seen to take a holistic view of the individual and focuses on work, corporate values, personal needs and career development. The main objective of this study was to identify coaching strategies that can be implemented by organisations in order to ensure the retention and development of employees. Businesses have to rely on employees to help them achieve financial growth, outperform their competitors, produce innovative products and to achieve long-term goals. These tasks would be impossible to achieve if the interests of employees were neglected. It was established from the literature survey that the coaching style of leadership involved more than simply training managers in coaching skills. A whole new coaching culture needed to be implemented in businesses in order to bring about change. Coachees rely on effective coachers to provide guidance and to demonstrate the skills needed. Based on various models in the literature survey a coaching model was formulated. The empirical survey was conducted at five selected companies in the Buffalo City Municipal area. A theoretical model for organisational coaching was developed and tested by means of a questionnaire. It emerged that employees at lower levels had not been involved in any form of coaching.

Introduction: At the time of this study, Lumotech (Pty) Ltd did not have a formal mentoring programme. This study evaluated the requirements of such a programme in order to formulate an implementation strategy. Rational: The main research problem addressed in this study was to identify the factors that contribute to creating a formal mentoring programme at Lumotech (Pty) Ltd. To achieve this objective, sub-problems were identified and addressed. The sub-problems identified were addressed through a literature review, an empirical study and the formulation of a strategy for the implementation of a formal mentoring programme. Goals/Objectives: This paper attempts to create a strategy for implementing a formal mentoring programme at Lumotech by answering a series of research questions.

A 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 in Business and Executive Coaching Wits Business School, Johannesburg February 2017 / Self-awareness is the most critical attribute in the development of authentic leaders, as a leader’s true self is lived out in the workplace through their thoughts, actions and body language (Gardner, Avolio, Luthans, May, & Walumba, 2005). Specific coaching aimed at feedback interpretation and behavioural modelling is highly effective in developing self-awareness (Luthan & Suzanne, 2003). The focus of the research was to determine whether self-awareness is important for effective leaders and to explore the enhancers and obstacles in the development of self-awareness. A qualitative approach was followed, whereby 16 future leaders who were part of a leadership development programme, that included executive coaching, were interviewed through semi-structured interviews, and their responses thematically analysed, resulting in 14 themes related to self-awareness being identified. A key finding was that these future leaders embraced the traits of authentic leaders, focused on their people in particular, and confirmed that self-awareness is critical to effective leadership. Another key finding was that these future leaders developed skills to regulate their behaviour, as they became conscious of how their life’s journey and their thoughts and feelings shape their actions and behaviour in the workplace. The significant obstacles to self-awareness development identified were conditioned upbringing, processing and dealing with feedback, and feelings for introverts. The significant enhancers to self-awareness development identified were tough upbringing, self-determination, life’s set-backs, spouse and family, storytelling, coaching, reading, spirituality, and religion. The implications for those who experienced obstacles to self-awareness development are that they took longer to develop their self-awareness than others on the same programme. The implications for those who experienced enhancers to self-awareness development are that these future leaders developed their self-awareness before the programme, outside of the programme and after the leadership development programme. It is recommended that before an assessment is done on self-awareness and a self-awareness development intervention such as coaching is undertaken, a leader undergoes a readiness assessment to develop self-awareness. This readiness assessment should identify and deal with any potential obstacles, and harness existing enhancers to the development of self-awareness. A leader could discuss their 360-degree assessment as well as their readiness assessment with their coach. The trusting relationship between leader and coach could assist the leader process and deal with any negative feedback. The coach in turn can assist the leader to interpret these assessments and set goals to develop the leader’s self-awareness. This research provides young future leaders with a reference to reflect on their inner-selves and their impact on others through their self-awareness. / MT2017

Thesis (MPhil)--Stellenbosch University, 2013. / On 1 April 2011, Vodacom (Pty) Ltd. underwent major transformation, which resulted in changes to the organisation's purpose, vision, strategies and culture. In changing to a purpose-based organisation and its commitment to being a learning organisation, a culture change is required in order for the organisation to meet its strategic objectives. Organisational change at this large scale can be difficult and unsettling and the transition to the new way of doing things requires hardwiring of new learning through awareness and action. Coaching, as a modern day management practice, is increasingly becoming an intervention of choice in organisations undergoing change and the current body of knowledge shows that coaching plays a vital role in the speed and transition of change during system-wide organisational change. Managers play a pivotal role in meeting the organisation's objectives by displaying and operationalizing the new behaviours required to bring Vodacom’s vision of a purpose-based organisation to life. Managers have to align their behaviours to the new culture and managers must be helped to fulfil their roles in creating a purpose-based organisation. This research study is important as the findings show that coaching created an awareness of the organisational changes and contributed in a meaningful way by accelerating the change in behaviours.

Thesis (MPhil)--Stellenbosch University, 2012. / Blue-collar workers should be seen as the most valuable asset of any organization, as they normally constitute the majority of employees within South African companies. Therefor cognisance should be taken to enhance the performance and productivity levels of these employees through coaching. In the past, it seemed, as if the emphasis was more on coaching the higher echelons of employees than on the coaching of blue-collar workers. The current South African crisis within the mining industry has highlighted the need for organisations to adopt a new vision in dealing with blue-collar workers. The integration of coaching into the existing employee assistance frameworks can create the necessary impetus for building sustainable changes within these ranks. An extensive literature review investigated the possibility of coaching blue-collar workers as well as the inclusion of coaching into existing employee assistance programs. It was evident that little research was done on coaching of blue-collar workers. By using a qualitative approach and through exploratory research, coaching sessions were done with the aim of improved performance for these workers. This research outlines a framework for blue-collar coaching that enhances performance and effectiveness of these workers. These improvements in performance could be seen as a catalyst for improved production for mining houses and other corporate businesses. The participants in this research either referred themselves to the employee assistance program (EAP) or they were referred by their manager for a performance or work related problem. This could be an indication that EAPs will have to look at a more integrated approach to incorporate a wider range of services, such as coaching. This research could therefore be a uniquely useful tool for organisations endeavouring to purchase EAPs in future. This research further explored the coachability of blue-collar workers with relation to their level on Maslow’s hierarchy of needs as well as exploring their ability to transfer this learning back to their respective places of work. Furthermore recommendations were made in this study for future research, for blue-collar coaches as well as for existing EAP service providers.

Thesis (MPhil)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: The concepts of performance management and coaching are of key importance to businesses globally. Various studies have been conducted on the link between the concept of performance management and coaching within business organisations, specifically where coaching seeks to align the activities and objectives of individuals to business objectives and goals. The purpose of this study was to further explore this relationship between these two processes and in so doing, explore the application of coaching skills as introduced for the first-line team supervisor leadership process. The study involved the direct participation of first-line team supervisors. A qualitative research design was used to answer the research question in order to explore the processes, patterns of behaviour and themes that emerged out of the coaching skills application process. The research findings gave an indication that the coaching process could play a critical role in the development of first-line team members as well as the first-line team supervisors’ leadership skills. The results indicated a rewarding process in both instances. It was evident that the modern first-line supervisor would want to be equipped with skills for understanding and managing the behavioural patterns of the people they lead, i.e. over and above the technical expertise required to perform in their jobs. The study further gave rise to a new dimension of approaching the team performance conversations where the first-line supervisors used the GROW model in conducting individual performance discussions. The GROW model improved understanding and acceptance of the process amongst the people reporting into their roles. The broader finding is that coaching can enable more collaborative teamwork and this may lead to improved conversations on performance and goal clarification for first-line production teams; specifically in clarifying goals, providing feedback, listening actively and following up on tasks to be carried out. Results and conclusions may be limited by the fact that the study was conducted in a single industry. Additional studies from a variety of industries with large numbers of participants would be helpful to fully understand the ways in which performance coaching skills and first-line team leadership development programmes can best be developed and deployed in organisational settings.

Thesis (MTech. Degree. Knowledge management ) / Organisational performance is a manifestation of knowledge sharing, which has an effect on the overall competitiveness of an organisation. Knowledge shapes individual actions and behaviours, which sometimes conflict with the norms, structures and systems of the organisation. A knowledge gap was identified amongst employees at higher institutions of learning in South Africa. It enables some employees to perform their jobs more effectively than others. Knowledgeable employees are expected to share their knowledge with others to increase productivity and efficiency within their environment. Unfortunately, this is not always the case. Generally, employees may behave differently within an organisation due to their diverse background or according to their skills and stock of knowledge. Two case studies were conducted to investigate the impact of knowledge sharing on organisational performance. Factors affecting knowledge sharing were identified from the findings of both case studies. A framework was developed to encourage the flow of knowledge sharing that will enhance overall performance in organisations, particularly at higher institutions of learning. Contingency theory was employed in the analysis of the data.