Thesis (MPhil)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: The need for leaders who can cope with the volatility, uncertainty, complexity and ambiguity of today’s business world through developing or acquiring specific skills is an absolute necessity. Leaders need a ‘meta-skill of coping flexibility’ and to demonstrate agility in order to survive in the turbulent times that are not likely to settle down for some time. Occupational stress has reached extreme levels due to the pace of life, greater expectations, reduced job security and the ongoing introduction of new technology. Increasingly resilience is mentioned as the necessary competence for leaders of the current and future business world. Resiliency is about having the ability to adapt to changing situations and stressful situations. Executive coaching has many benefits, including providing leaders with a greater ability to deal with change, increased leadership self-efficacy and resilience and a decrease in depression. This study aimed to contribute to the field of Executive Coaching by investigating the current self- perceived levels of personal resilience in executives and designing a coaching process tailored to specific requirements to see whether there is an effect on the self-perceived levels of resilience. These self-perceived levels of resilience in the executives were then investigated after the coaching process to establish whether the coaching had an effect. Thirty-five (35) questionnaires were completed and a coaching participant group of four and a control group of four were selected using a random selection method. The four coaching participants completed four coaching sessions each. At the end of the sessions, the coaching participants and the control group participants were asked to complete the same questionnaire and the results were analysed and compared. The study found that the scores of the second questionnaire of all of the coaching participants increased and in the case of three of the control group participants the score decreased, which indicates that the coaching sessions made a positive impact on personal resilience levels. The coaching methodology used included cognitive behavioural and solution-focused techniques, as well as positive psychology, as suggested by the literature. Recommendations from the study include the need to develop resilience as a foundational leadership skill as well as throughout the leader’s career. Executives should engage in coaching to increase their ability to cope with and grow from business challenges. The genre of executive coaching can be enhanced with specific focus on building resilience skills in a flexible, yet effective way, in order to have a positive impact on the leader and the organisation.

Thesis (MPhil)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: Giving regular performance feedback for improvement and indicating good performance is essential for individuals to function optimally in the work environment. Managers often avoid the task of giving feedback, especially negative feedback. This avoidant behaviour is manifested in different ways, including delegating the task of giving feedback, suppressing the information which managers believe is negative, avoiding giving feedback or not giving feedback at all. This study was aimed at answering the following questions: What are the factors contributing to the phenomenon of managers’ reluctance to give feedback? What are the factors contributing to the discomfort managers experience when faced with the task of giving feedback? Can coaching, as a development tool, contribute to enhancing managerial skills for executing the task of giving feedback? A qualitative study, using a case study approach, was conducted to determine the experiences, feelings and perceptions of managers when having to engage in giving feedback. The study design comprised individual coaching for participants, followed by semi-structured interviews to evaluate the learnings, changed perceptions and feelings and giving feedback, following the coaching process. The findings provided an in-depth understanding of the managers’ experiences and the contributory factors influencing the manner in which the task of giving feedback was executed. Recommendations were made on how coaching as a development tool can be utilized to enhance managerial skills for the task of giving feedback. Recommendations were made for future studies relating to managers having to engage in giving feedback.

Thesis (M.M. (Business Executive Coaching))--University of the Witwatersrand, Faculty of Commerce, Law and Management, Wits Business School, 2017. / Introduction Public hospitals are complex environments in which healthcare leaders are required to lead effectively in order to provide quality service delivery. The issue is: are clinical managers working in Gauteng hospitals competent to lead? This study measures the competency of clinical managers in public hospitals and considers how coaching can be used to close the competency gap in Gauteng public hospitals. Coaching has been identified as one of the appropriate developmental tools to enhance the skills’ gap of top managers in organisations (West & Milan, 2001). In this study, coaching has been considered to be an appropriate learning and developmental tool to enhance skills for these managers. Methods A self-administered questionnaire was used to conduct the survey among clinical managers in the hospitals in Gauteng. Participants were asked to rate the required management competencies and their proficiency levels against nine management competency categories which include: leadership, communication, life-long learning, consumer responsiveness, political and health environment, conceptual skills, results management, resource management, compliance with standards and coaching in improving management competencies .Likert-scale data was used to measure the top managers’ perceptions of the important competencies required for effective service delivery and their level of proficiency with those competencies. Results Findings show that there is significant gap in management competency of clinical managers, which indicates the need for further development of managers. Most clinical managers’ have a perception that coaching has a role in enhancing their competency gap. Literature supports coaching as a leadership development tool for closing the competency gap of clinical managers. Conclusion There is significant gap in the public health sector managers’ competency level. There is a need for appropriate and further training and development to address the skills gap. There is need to strengthen management capacity to support the strategy of improved and sustainable healthcare service delivery. Coaching is the appropriate leadership developmental and supportive tool to enhance the skills needed by clinic managers. / MT2017

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 (Business and Executive Coaching) April, 2017 / Professional Service Firms (PSFs) contribute significantly to employment and professional development in South Africa and to global economics. People are a PSF’s greatest asset; however, there is little empirical evidence on the implementation of a Leader-as-Coach (L-A-C) approach in PSFs in South Africa. The research aims to establish a framework for the implementation of an L-A-C approach in PSFs in South Africa. Using a qualitative multiple-case study method, the research examines the benefits of implementing an L-A-C approach within a PSF, determines the organisational factors affecting the implementation of an LA- C approach in a PSF and clarifies the individual factors affecting the implementation of an L-A-C approach in a PSF. There are clear reasons for implementing an L-A-C approach within PSFs and benefits range from ensuring a leadership pipeline for organisations, improving client and employee retention, and enhancing the firm’s success due to increased productivity. These benefits, in turn, foster positive benefits for the L-A-Cs (the managers who are coaches) and the employees (the coachees who receive coaching from their managers). Organisational factors include a culture of people-centricity which clearly enables an L-A-C approach, whilst a matrix structure which commonly exists within PSFs is an inhibitor of an L-A-C approach, with mitigating processes recommended for addressing this. The key processes which enable an L-A-C approach are the firm’s approach to: learning and development of L-A-C skills, ensuring tools and support are in place for the L-ACs, and linking coaching to the human resources (HR) performance management and enabling technology. A final key process is recognising effective coaching behaviours through monetary and non-monetary rewards. In addition, the individual skills and attitudes of the L-A-Cs, the attitudes of the coachees, and importantly, the relationship between the L-A-C and the coachee, all influence the L-A-C approach. An integrated and holistic framework is proposed for PSFs wishing to implement an L-A-C approach. This framework suggests that a firm should begin with the organisational strategic drivers, and the clear reasons for implementation of an L-A-C approach, followed by an enabling structure and processes, including the development of individual skills. However, overarching these organisational factors, is the necessity of having an organisational culture of learning and development. / MT2017

Thesis is submitted in partial fulfilment of the requirements for the degree of Master of Management specialising in Entrepreneurship and New Venture Creation to the Faculty of Commerce, Law and Management, Graduate School of Business Administration,University of the Witwatersrand, Johannesburg, 2018 / Enterprise development (ED) is concerned with helping entrepreneurs to grow their businesses. The business development process is dynamic with rapid technological and environmental change that occurs through the enterprise development life cycle. Business incubation programs play an integral part in the development of small and medium enterprises (SMEs). They offer support services, both financial and non-financial, of which mentorship is regarded as one of the key aspects of incubation programs. This study looked at SMEs across South Africa, operating in different industries to evaluate the impact of entrepreneurial orientation on SME growth and determine the moderating effect of mentorship on this relationship. The South African government, through its B-BBEE policies, has mandated corporates to implement ED programs as a way of aiding the growth of SMEs. The challenge faced by SMEs within the context of ED is discussed broadly in this study with recommendations put forth in an attempt to assist the successful implementation of ED. Entrepreneurial orientation (EO) is an established construct in entrepreneurship literature and its impact on growth is well researched. The three dimensions of innovativeness, proactiveness and risk-taking, as a unidimensional composite is used to assess the level of EO exhibited by the sample. This study however, expanded on the EO-Growth relationship to assess the role of mentorship within the context of ED in South Africa. Mentorship forms part of the developmental process of entrepreneurs and is well incorporated into the ED sphere. This study considered the role of the mentors as it relates to opportunity recognition. The study applied a quantitative method to analyse the relationship between the independent variable (EO) and the dependent variable business growth (BG), with mentorship being the moderating variable. The survey questionnaire was electronically distributed, producing a final number of 215 respondents as the empirical research sample. Growth, the dependent variable, was considered as a measure of success for SMEs. The measurement of SME growth focused on sales, assets, profit, annual turn-over and employment growth. The high failure rate of SMEs in SA is a cause of great concern to the government. This study provided empirical research, which further investigated the reasons attributed to government’s concerns. It further argued for certain interventions that can be of value to SMEs, government, ED practitioners, mentors and corporates. A regression analysis and bivariate correlation analysis was adopted to test the hypotheses, confirmatory factor analysis assessed the factorial validity of the constructs. Pearson’s test tested the significance of the correlations, visual tests (histograms) and descriptive statistics (skewness and kurtosis) assessed the normality of variables, before hypothesis testing was carried out, factor analysis determined the empirical analysis to confirm the theory, and to reduce dimensions of variables within constructs. In addition, the overall level of Cronbach reliability (0.68≤α≤0.89), and the corresponding EVA of close to 0.3, showed excellent reliability. The empirical findings of the study revealed that EO had a positive impact on SME growth and that the relationship between EO and growth was moderated by mentorship. As such, this study contributes to the theoretical discourse through its contribution to the existing body of literature. It further adds to literature concerned with the role of mentors in ED, and how this influences the growth of SMEs participating in ED programs. From a practical perspective, it provides recommendations to all stakeholders of ED in South Africa. Finally, this study provides ED practitioners, incubation managers, government policy makers, corporates, mentors, SMEs and entrepreneurs with relevant information to support their strategic planning and the implementation of enterprise development in South Africa. / MT 2018

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 Executive Coaching Johannesburg, 2017 / “The obligation for working-mothers is a very precise one: the feeling that one ought to work as if one did not have children, while raising one’s children as if one did not have a job.” – Annabel Crabb, Author of The Wife Drought Women play a vital role in organisations, yet world-wide remain under-represented in key leadership positions. South Africa is no different. In addition, research indicates that professional women are ‘opting-out’ of the talent pipeline, further reducing the pool of women available to step in to senior leadership roles. Becoming a mother is life-changing, and when combined with a desire for a fulfilling career, role-conflict can occur. The guilt which accompanies role-conflict can often be overwhelming and may lead to professional women exiting organisations, taking with them valuable industry knowledge and expertise. Hence, retaining female talent is increasingly becoming a business imperative. This study aims to contribute to the field of Business Coaching by researching Maternity ‘Transition’ Coaching in an organisational context. As such, the study explored four research questions aimed at providing a systemic view of the experiences of professional women during the maternity transition period, the line manager’s role during this period, the influence of organisational culture on working-mothers, and the emergence of maternity transition coaching as a support mechanism in organisations. Following a detailed review of the literature, the research methodology of a qualitative, multiple-case study approach was selected. Two organisations (cases) were researched using semi-structured face-to-face interviews with 15 respondents, as the primary sources of data collection. The research was further supported by an analysis of secondary data, both of which allowed for a full investigation of the research questions. The key findings indicated that maternity transition coaching is a strategic necessity for organisations wishing to attract and retain female talent in the 21st Century. Transitional theory along with an understanding of life and career stages are important aspects of this genre of coaching. Coaching increased support at critical transition points, leading to the retention of the professional women in the study along with a more seamless re-integration with their careers. Further, it surfaced that line managers play a critical role in a successful maternity transition, and as such also require support. It was further concluded that a family-friendly organisational culture is an enabler to a successful maternity transition. Maternity transition coaching therefore supports professional women in their desire for a satisfying career and work-life integration. / MT2017

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 Executive Coaching Johannesburg, 2017 / Since the lifting of the international sanctions and relaxation of capital controls, South Africa has caught up with the rest of the world in terms of globalisation. This has resulted in a number of South African companies opening job opportunities in other markets. Previous research has highlighted the creation of job opportunities in other markets as an indication of the continuous need for expatriates in future. The purpose of this study was to explore the experiences of executives taking international assignments in South African multinational corporations, and to examine how coaching can support the experience. This study looked at the experiences of expatriates in all three phases of expatriation, that is, (1) to explore the experiences of expatriate executives prior to taking international assignments in South African multinational corporations and understand how coaching can support that experience, (2) to explore the experiences of expatriate executives during the assignment in South African multinational corporations and understand how coaching can support that experience and lastly (3) to explore the repatriation experiences of executives in South African multinational corporations and understand how coaching can support that experience. Qualitative research methodology was chosen to explore the expatriates’ experiences and the world in which they live. Sixteen semi-structured interviews were conducted with respondents from three South African multinational corporates (MNCs) in telecommunications, oil and hospitality industries. Out of sixteen respondents, three were Human Resource (HR) managers whose responsibility it is to administer and manage global mobility in the three MNCs. Global mobility includes expatriates’ management. The results of this study have implied that South African MNCs are inconsistent in terms of the way they prepare their expatriates before departure, support expatriates during the international assignments and repatriation. As a result of that, expatriates have also revealed mixed experienced in all three phases of the expatriation journey. For example, during pre-departure, some have experienced a pleasant preparation, such as look-see-visits, medical examinations and CEO on-boarding programmes, whereas others were never prepared (thrown in the deep-end). The misalignment between head office objectives and host country’s objectives came out as the most frustrating experience by the majority of the respondents. In terms of the last phase of the repatriation cycle, the results of this study suggest that a repatriation strategy is ineffective or non-existent in South African MNCs. Expatriates come back and get absorbed by competition as a result of the lack of a repatriation strategy. The glue to the findings of this research implies that coaching does have a critical role to play in all three phases of expatriation, that is, during pre-departure, during the assignment and during repatriation. The key message to South African MNCs is, if they want to use expatriates as their vehicle to succeed in global markets, they must involve former expatriates in crafting their realistic, practical expatriates’ strategy which must be communicated and applied to all expatriates and host companies. / MT2017

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 February, 2017 / The expected economic growth in Africa and, in particular within Nigeria, (Ogunlesi, 2014) opens doors to more global business opportunities. This growth within the African continent also contributes towards the growth of organisational developmental practices such as executive coaching. This is because executive coaching is undoubtedly one of the fastest developmental interventions used by organisations worldwide (Bartlett, 2006). For that reason, it is imperative for organisations within the Nigerian business setting, where most executives are males, to understand possible inhibitors that could affect the formation of a coaching relationship between male executives and coaches from a different gender. Previous research on the impact of gender in a coaching relationship has found that gender plays a role when matching executives with coaches (Gray & Goregaokar, 2010). It has also been found that gender similarity of the coach and the executive increases self-awareness of the executives (Bozer, Joo & Santora, 2015). Boyce, Jackson and Neal (2010) advocate that when there is gender commonality between coaches and executives; rapport and trust are established much quicker. Therefore the main purpose of this research is to understand the role that gender and in particular, how gender stereotypes could affect the coach-matching process between female coaches and male executives in a patriarchal society like Nigeria (Nwosu, 2012). A qualitative approach was implored to uncover trends in thoughts and opinions of the participants. The researcher sought in-depth understanding of the participants and their experiences. A total of 17 (seventeen) participants were interviewed and 13 (thirteen) of those were males and to ensure triangulation, 4 (four) females were interviewed. The interviews were semi-structured and the probing questions allowed for a deeper understanding of the phenomena. The interviews were transcribed and analysed using the conventional content analysis method where each transcript was read from beginning to end and the data was read word for word to determine the initial codes. The research found that coaching is in its infancy or emerging stages in Nigeria and there are male executives who would be uncomfortable working with female coaches. Both positive and negative gender stereotypes against women surfaced in the research as key contributors to the coach-matching process. The motherly nature of women, their general warmness, their meticulousness when approaching issues, their ability to be friendly and open and the fact that women are seen as having less ego are positive gender stereotypes that would encourage male executives to secure the services of female coaches. The findings also points out the gender stereotypes that could inhibit the formation of a coaching relationship and most of these stereotypes are found to be perpetuated by the applicable religion, tradition and customs within Nigeria. / MT2017

Do executive coaches have the skill sets necessary for effective partnership with an increasingly diverse workforce? Such inquiry remains unexamined, yet research from similar disciplines casts doubt. Drawing on these findings, a between-subject experiment sampled 129 coaches and examined their willingness to have “difficult conversations” with Black clients. The study investigated two questions in particular: (1) Do coaches provide less critical feedback to Black clients than they do White clients? and (2) Do coaches engage in fewer diversity-based conversations with Black clients than with White clients? The study found that as hypothesized, Black clients received more support, yet less challenge, less constructive feedback, and less time devoted to areas of development than did otherwise identical White clients. Coaches were also twice as likely to provide diversity-related feedback to White executives than they were to Black executives. Put simply, coaches assigned to Black clients chose to sidestep conversations about diversity and development. Substantial implications hold for practitioners, clients, and the greater coaching community. Findings suggested that coaches’ reluctance to provide challenging cross-racial feedback may stem from concern about appearing prejudiced. The result is that leaders of color who receive coaching may be robbed of developmental opportunities offered to White organizational leaders. Thus, the impact of racial dynamics should receive greater attention from U.S.-based coaching certification programs. In particular, institutes should consider mandating coaching supervision as well as incorporating diversity intelligence within their list of core competencies.

Thesis (D. Ed. Min.)--New Orleans Baptist Theological Seminary, 2008. / Abstract and vita. Includes final project proposal. Includes bibliographical references (leaves 152-161, 52-60).