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 and Executive Coaching. Johannesburg, 2017 / This study assessed the dynamics of the coach-coachee matching process in the South African context with a specific focus on the experiences and perspectives of participants. It took place in Johannesburg within the South African context of business executive coaching, which is growing in popularity in corporates. It involved seven Top 40 organisations listed on the Johannesburg Stock Exchange (JSE) that had implemented executive coaching as a management development tool. The participants comprised 22 participants consisting of 15 coachees, four HR/OD managers, and three coaches. A constructivist-interpretivist paradigm and in-depth semi-structured interview technique for data collection was used. The key findings were about organisation-coachee and coach-coachee matching dynamics. Organisation-coachee dynamics included factors contributing to positive organisation-coachee dynamics such as organisational coaching culture and formal programme; trained internal coaches; geographic access to coaches; availability of choice of coaches; a dedicated matching person; group coaching and an enabling use of technology. Factors that contributed to negative organisation-coachee dynamics were limited coach experience; remedial coaching; negative feedback and limiting technology use. Coach coachee dynamics included factors contributing to positive coach-coachee matching dynamics such as complementarity of personality, values and beliefs of the coach and coachee dyad, and various others on the preferred demographics of coach and coachee. Factors that contributed to negative coach-coachee dynamics included unmet expectations of the coachee; lack of trust; personality clash; crossing of the coaching relationship boundaries; and negative impact of coach-coachee demographics. The conclusions of this study indicated that organisations should consider the dynamics involved in matching coaches to coachees by assessing the coaching needs of prospective coachees and helping them find a suitable coach. Furthermore, effective management of both processes and dynamics has an influence on the success or otherwise of the coaching relationship. / 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 / Executive presence is suggested as critical for the success and efficacy of leaders in the complex and uncertain environment of 21st century organisations. This research study offers a formulation and description of the construct of executive presence and establishes the relevant and impactful aspects of coaching for executive presence; hence the study makes a contribution to the development of a theoretical body of knowledge. Executive presence is an emerging construct and executive coaching is still in a theory building stage (first meta-analysis in 2009). Currently, practitioners in the field of executive presence development and coaching for executive presence are operating in the absence of a solid theoretical foundation, and this may detract from good practice or even impact negatively on the credibility of the coaching profession. Due to the emergent nature of the construct there is a great deal of meaning that needs to emerge; and so a qualitative phenomenological research method is appropriately utilised in this study. Based on the evidence-based literature review and research findings a definition for executive presence is suggested as: a highly influential and embodied leader with the capacity to mobilise and lead organisations (and society) from the emerging future through mindful and projected personal power, and the flexibility and openness to operate across the presence continuum. This study establishes the relevant and impactful aspects of coaching for the development of executive presence. A working definition incorporating the key findings from this research study is: Coaching for executive presence is a business integrated coaching-on-the-axis phased offering for leadership development, incorporating the use of multiple approaches based on sound theoretical and well-understood methodologies and the requirements of the individual and organisational clients, in order to deliver leadership presence capable of leading from the emerging future for the achievement of the organisational vision. The development of executive presence through coaching is significant and of value for leaders, organisations, and specific functions mandated with ensuring the leadership capability for business effectiveness, sustainability, success and growth. The research contributes significant value through its contribution to an evidence-based definition and model for both executive presence and coaching for executive presence. / 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 / Personality match between a dyadic pair in helping relationships has shown to improve the process and outcomes. Does the same apply to executive coaching? Coaching is deemed to be effective but why is this so? This study explored the role of personality similarities on the executive coaching process. By understanding the role personality plays it was anticipated that: understanding would be elicited as to why coachees select their particular coach; better matching could occur between the executive coach and coachee; the process would be more beneficial due to this similarity and there would be a better return on investment for organisations who could assess coaches and coachees and pair them accordingly based on similarities in personality. This study utilised the five factor model (FFM) of personality to explore the personalities of the coaches and coachees across eight coaching dyads. This study utilised qualitative methodology that of eight case studies made up of eight coaching dyads. All 16 respondents were interviewed using a semi-structured interview. This served as the primary data source. The interviews were recorded, transcribed and uploaded into Atlas ti software for analysis. Content analysis was used and a codebook was created inductively, resulting in 94 codes. The 16 respondents then completed the Wave personality questionnaire as the secondary data source. The assessments were uploaded onto Atlas ti software and were analysed qualitatively using content analysis. 34 codes were created deductively using psychometric principles and the Wave personality questionnaire’s measures. The 128 codes were then categorised into 27 categories and 11 themes. Similarity in personality did not appear to have as great an influence as was anticipated on the executive coaching process within each dyad. Although there was a perception of personality similarity in the majority of the cases, there was very little to substantiate this according to the FFM. This study argues that this perception of similarity is due to the rapport built between the coach and coachee as well as the adaptation of the coach to the coachee’s style and needs. This creates cognitive resonance and reinforcement-affect. Due to this perception it is evident that the training of coaches must focus on the coaching skills of openness and trust building. ii Despite similarities or dissimilarities in personality, all eight dyads indicated satisfaction with the coaching process, the coaching relationship and the outcomes. Across all coaches there was no similarity in personality factors. However, across all coachees, there were similarities in personality regarding change orientation, optimism and openness to feedback which speaks to coachee readiness. This study argues that coachee readiness should be assessed for in order to determine readiness for coaching which will allow for more beneficial outcomes. The relationship, rather than personality similarity, was deemed to be the fundamental component in the coaching process. A relationship based on trust and openness allows the coachee to become vulnerable. This vulnerability allows for validation of the coachee by the coach and it is this validation which allows for growth and development. / MT2017

M.Com. (Enterprise Management) / South African managers will in future be more exposed to the turbulent environment as experienced by their overseas counterparts. The application of the strategic management process by competent management could enhance the organisation's chances to succeed. A number of local studies have proven that South African managers are lacking experience in the strategic management process. Few organisations can afford the losses that may arise through bad decisionmaking by inexperienced managers. The only alternative is to supply quality management training and development programmes. Management training for South African managers of the nineties should be adapted for local conditions without losing sight of internationally applicable principles. At the same time alternative methods of training and education should be investigated. Computer Based management simulations can be cost effectively applied in the preparation of management for the nineties. The purpose of this study is to determine the requirements for an appropriate computer based management simulation for the training of South African managers in the strategic management process. The process of strategic management and the identification of the strategic issues relevant to the South African manager are specifically addressed

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, Johannesburg 2018 / Client readiness was identified as a variable influencing and impacting the effectiveness of coaching interventions. An understanding of different variables influencing the coaching process was highlighted as significant in the advancement of knowledge in the coaching industry. The current study was to explore factors influencing clients’ readiness for executive coaching in South Africa. Semi-structured interviews were conducted with Executives and Senior Managers from corporate organisations. A narrative, qualitative analysis was used to gain meaning and understanding on the content of the data collected. Through the analysis, clients’ level of readiness as well as elements contributing to readiness were determined. According to findings of the study, readiness is defined as willingness from clients to want to make things better. This readiness is influenced by commitment, motivation to learn and change their behaviour as well as self-awareness. If a client is not willing or prepared, it was said that this influenced their eagerness and involvement towards a coaching intervention. The study further highlighted how clients are treated, acknowledged and appreciated as key components contributing towards their level of readiness. The coach, finding purpose in life as well as challenges they face as individuals were reported as additional elements of significance impacting readiness levels of clients. It can be concluded that measuring clients level of readiness together with factors contributing to this readiness is important for coaching interventions as well the development of clients. / XL2019

Thesis (MA)--University of Stellenbosch, 2001. / ENGLISH ABSTRACT: The 1990s were characterised by a process of rapid political change in South Africa, which resulted in a period of transition in the economic and social spheres of this society. South Africans need to adapt to the shift in political leadership as well the rapid rate of technological innovation globally. Leadership theory has evolved from more traditional approaches such as the trait approach and behavioural approach to more recent theories such as situational leadership theories, leader-follower exchange theories and leadership decision-making theories. The recent trends in the field of Industrial Psychology lead to a more comprehensive and all-inclusive theory of leadership, namely transformational leadership. South Africa needs transformational leaders to drive and manage the change process. From the literature study it is evident that there is a need for transformational leadership training and development in South Africa. Therefore the main goal of this study was to determine the feasibility of transformational leadership training and development in South Africa. The main problem is divided into four sub-problems. In order to develop South African managers into transformational leaders, it is important that a need for transformational leadership training exists. Therefore the first subproblem is concerned with the need for the development of transformational leadership skills in South African leaders. The data of all South African leaders (7,563 cases) that were rated on Form 5X of the Multi-factor-Leadership Questionnaire (instrument measuring transformational leadership) was obtained from Productivity Development Pty. (Ltd.). This data was generated from March 1995 to June 1999. Firstly, the Ideal Theoretical Leadership Profile is compared to the total South African sample (N=7563). Secondly, leaders who performed effectively in the world of work were extracted from the total South African sample and were compared to the rest of the South African sample. Thus the Ideal Effectiveness Leadership Profile (N=657) is compared to the rest of the South African sample (N=6906). In both instances the profiles of the South African sample resembles the two ideal leadership profiles. The fact that the South African leaders scored well below the norms of the two ideal profiles on transformational leadership dimensions indicates that there is a need for the development of transformational leaders in South Africa. Thirdly, the t-test is utilised in order to compare the total South African sample (N=7,443) to an international sample (N=2080). The South African sample scored significantly higher on transformational leadership scales than their international counterparts. This indicates that South African leaders compare well to international standards regarding transformational leadership Once it was assessed that there is a need for South African leaders to be developed as transformational leaders, it was important to determine whether the Multi-factor Leadership Questionnaire (MLQ) is a valid instrument for measuring transformational leadership in South Africa. Transformational leadership training and development can not be managed in South Africa unless it can be measured. Therefore the second subproblem was concerned with the construct validity of the MLQ in South Africa. Confirmatory factor analysis was utilised in order to assess the construct validity of the MLQ on 7563 cases. The final first-order analysis indicated that there is not conclusive evidence for the 8-factor structure in the South African context. More comprehensive research is needed in order to prove the validity of the MLQ beyond reasonable doubt in the South African context. After the conclusion was reached that transformational leadership training is needed in South Africa, it was decided to investigate the practical implementation of transformational leadership training in South Africa. In order to investigate the practical implementation of transformational leadership training, high-level managers trained at the Graduate School of Business, University of Stellenbosch (USB) were assessed as a microcosm of the larger South African sample. The USB group (N=120) was compared by means of t-tests to two other groups, namely the rest of the South African sample (N=7443) and an international sample (N=2080). The third sub-problem was thus concerned whether the USB group was a select group. The USB group scored significantly higher on all of the individual transformational factors than the two other groups. The results suggest that the USB is a select group. Once it was concluded that the USB group was a select group, they were tested on Kirkpatrick's reaction level of evaluation in order to determine whether they benefited from the course, although their MLQ scores reflected that they were already acting in a transformational manner. The fourth sub-problem was thus concerned with evaluating the reactions of the USB group towards the Full Range Leadership Programme. Overall the participants (N=46) gave a positive reaction towards the programme. Although the USB group can be classified as a select group, participants believed that the programme was of practical use. This substantiates the argument that there is a need for developing transformational leaders. The results indicate that transformational leadership training and development is feasible in South Africa. Finally, on the basis of the results of this study, conclusions and recommendations are made for future research. / AFRIKAANSE OPSOMMING: Die negentigerjare word gekenmerk deur 'n proses van snelle politieke verandering in die Suid-Afrikaanse samelewing, wat In oorgangsperiode in die ekonomiese en sosiale sektore ingewy het. Dit is noodsaaklik dat Suid-Afrikaners aanpas by die veranderinge in politieke leierskap, asook by tegnologiese vooruitgang. Die leierskapsteorie, wat vroeër bestaan het uit die meer tradisionele benaderings soos die karaktertrek- en die gedragsbenadering, het gestalte gekry in meer onlangse teorieë. Hierdie teorieë sluit in die gebeurlikheids-, leier-volgeling-uitruilings- asook die leierskapsbesluitnemingsbenaderings. Die huidige neiging binne die wêreld van die Bedryfsielkunde is In meer omvattende en alles-inklusiewe benadering ten opsigte van die leierskapsteorie, naamlik transformasieleierskap. Suid-Afrika benodig transformasieleiers om die proses van verandering aan te dryf en te bestuur. Uit die literatuurstudie is dit duidelik dat daar 'n behoefte is aan transformasieleierskap-opleiding en -ontwikkeling in Suid-Afrika. Vervolgens is ~die hoofdoel van hierdie studie om die praktiese uitvoerbaarheid van transformasieleierskap-opleiding en -ontwikkeling in Suid-Afrika te bepaal. Die hoofprobleem word in vier sub-probleme verdeel. Daar word van die standpunt uitgegaan dat dit belangrik is om die transformasieleierskapsvaardighede van Suid-Afrikaanse bestuurders te ontwikkel. Die eerste sub-probleem fokus op die behoefte van Suid-Afrikaanse bestuurders aan opleiding in transformasieleierskap. Die data is ingesamel van alle Suid-Afrikaanse leiers (7,563 proefpersone) wat op die Multi-faktor Leierskapsvraelysvorm 5X (instrument wat transformasieleierskap meet) beoordeel is. Hierdie data is deur Productivity Development (Pty) Ltd beskikbaar gestel, en is vanaf Maart 1995 tot Junie 1999 ingesamel. Eerstens is die Ideale Teoretiese Leierskapsprofiel vergelyk met die leierskapsprofiel van die totale Suid-Afrikaanse steekproef (N=7,563). Tweedens is leiers wat effektief in die praktyk funksioneer, die Ideale Effektiwiteit Leierskapsprofiel (N=657), onttrek van die totale Suid-Afrikaanse steekproef en vergelyk met die res van die Suid-Afrikaanse steekproef (N=6,906). In beide gevalle is daar 'n verwantskap gevind tussen die Suid-Afrikaanse steekproef en die twee ideale leierskapsprofiele. Derdens is daar van 'n t-toets gebruik gemaak om die res van die Suid-Afrikaanse steekproef (N=7,443) met In internasionale steekproef te vergelyk. Die Suid-Afrikaanse steekproef het beduidend hoër tellings as die internasionale steekproef op alle transformasieskale behaal. Hiervolgens voldoen die Suid-Afrikaanse steekproef aan internasionale standaarde ten opsigte van transformasievaardighede. Nadat vasgestel is dat daar 'n behoefte bestaan aan transformasieleierskap-opleiding in Suid-Afrika, is daar ook besluit om die geldigheid van die Multi-faktor Leierskapsvraelys (MLO) onder Suid-Afrikaanse omstandighede te ondersoek. Transformasieleierskapopleiding en -ontwikkeling in Suid-Afrika kan nie bestuur word tensy dit akkuraat gemeet word nie. Daarom fokus die tweede sub-probleem op die konstrukgeldigheid van die MLO onder Suid-Afrikaanse omstandighede. Daar is van bevestigende faktor-ontleding gebruik gemaak om die konstrukgeldigheid van die MLO by 7,563 proefpersone te bepaal. Die 8-faktorpatroon lewer nie voldoende bewys dat die MLO weloor 'n mate van konstrukgeldigheid onder Suid-Afrikaanse omstandighede beskik nie. Nog in-diepte navorsing word benodig om bo redelike twyfel die geldigheid van die MLO onder Suid-Afrikaanse omstandighede te bevestig. Nadat tot die gevolgtrekking gekom is dat daar 'n behoefte aan opleiding in tranformasievaardighede bestaan, is die praktiese implementering van transformasieleierskap-opleiding in Suid-Afrika ondersoek. Vir hierdie doel is hoëvlakbestuurders, wat opgelei is by die Nagraadse Bestuurskool aan die Universiteit van Stellenbosch (USB), ondersoek as 'n mikrokosmos van die groter Suid-Afrikaanse steekproef. Die USB-groep (N=120) is deur middel van t-toetse met die res van die Suid-Afrikaanse groep (N=7,443) en 'n internasionale steekproef (N=2,080) vergelyk. By die derde sub-probleem moes bepaal word of die USB-groep 'n uitgelese groep is. Dié groep het beduidend hoër tellings by al die afsonderlike transformasiefaktore as die ander twee groepe behaal. Die gevolgtrekking kan dus gemaak word dat die USB-groep wel uitgelese is. Hierna is die groep gemeet aan Kirkpatrick se reaksievlak. By die vierde sub-probleem is die USB-groep se reaksie ten opsigte van die "Full Range Leadership Programme" geëvalueer. Oor die algemeen het respondente (N=46) 'n positiewe reaksie teenoor die program getoon. Die USB-groep het die program as betekenisvol beskou, en alhoewel hulle 'n geselekteerde groep is, dui dit aan dat daar tog onder hulle 'n behoefte is aan opleiding in transformasievaardighede van Suid- Afrikaanse bestuurders. Die resultate dui aan dat daar onder bestuurslui in die algemeen 'n behoefte aan transformasieleierskap-opleiding en -ontwikkeling in Suid-Afrika is. Ten slotte is gevolgtrekkings en aanbevelings wat op die resultate van die studie gebaseer is, vir toekomstige navorsing gemaak.

A research report submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfilment of the requirement for the degree of Master of Management of Business Executive Coaching Wits Business School Johannesburg February 2017 / Coaching has been growing in popularity, application and understanding (Passmore, 2014), yet enough is not known about how the use of assessments within the coaching process is structured. This exploratory study looked at how coaches choose and how coaches use assessments. The research methodology of this study was qualitative. Semi-structured interviews were undertaken in order to understand the lived experience of the coaches (Ponterotto, 2005) The key findings of the research was that coaches choose assessments based on three sets of criteria; the first being that they are clear about the outcome they want to achieve, they are clear and intentional about their choice. A second criteria of choice includes choosing assessments based on a particular paradigm or approach. The paradigm can be based on theory it may be based on a belief system, a methodology or a philosophy or personal bias. A third criteria was made up of a group who were unintentional about their choice or, in some instances, the choice was being made for them. Although coaches choose along these three criteria, it was clear that they were not choosing dogmatically, but instead there was an eclectic approach to choosing. The way coaches use of assessment was overwhelmingly in a practical way for the benefit of the coachee and for the benefit of the coach. The provision of well-crafted and thoughtful feedback and the guarantee of the coach having the required competence were some of the aspects identified as critical in the use of assessments.The success of the assessment process was dependent upon the skillset of the coach. The amount of care dedicated to feedback of the assessment report confirmed its importance in the assessment and coaching process A further key insight was the complexity of working with assessments in corporate environments, assessments that sometimes boxed people and coaches negative experiences amongst others meant that this surfaced a number of critiques, cautions and conundrums. / 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 (Business and Executive Coaching) Wits Business School, Johannesburg February 2017 / The objective of this research is to explore the perceptions and experiences of coaching across cultures among white and black leaders in South Africa. The research thus aims to contribute towards an understanding of the role and the impact of cross-cultural executive coaching, both its implications for the coaching intervention and relationship and its application in the wider South African context. Cross-cultural coaching is a contracted coaching engagement between two people from different race groups. Black people refers to people who are citizens of the Republic of South Africa by birth or descent and are African, Coloured or Indian. The research used a qualitative methodology. 16 semi-structured interviews were conducted with executives and managers who had recently experienced cross-cultural executive coaching. The transcripts of the interviews were analysed, resulting in 12 broad themes. The findings revealed that cross-cultural executive coaching pushed personal boundaries on two levels. Not only did female executives push gender boundaries in their selection process, but both male and female executives pushed the boundaries in experiencing different perspective on issues. The executives who had been exposed to diversity early in their lives appear to have successfully embraced cross-cultural coaching. Furthermore, the greater the exposure to international work or life experience early in the executive’s career development, the more welcoming and enhancing the cross-cultural coaching experience was. Most executives acknowledged the importance of exploiting South Africa’s cultural diversity as a business advantage, so the outstanding results in the performance and development of leaders already brought about by executive coaching can be extended further. The findings on what influenced the cross-cultural relationship pointed to the importance of coaches and clients connecting authentically and personally. When coaches listened well and displayed good questioning skills, the relationship flourished. The levels of understanding between coach and executives were critical for the development of the coaching relationship. These findings provide key insights into what makes a good cross-cultural coaching experience. The broader implications for cross-cultural coaching in South Africa include both benefits and challenges to professional, executive development. They show how an absence of cultural awareness and cultural intelligence in cross-cultural coaching can limit benefits, and reveal the opportunities possible in helping heal the wounds of an historically divided nation. The study recommends a fresh look at how we train and prepare cross-cultural coaches for the South African context. As the coaching intervention experience expands, the goal is to adjust and include the development of cross-cultural competency for effective cross-cultural coaching. / 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

Global leadership crises and increasing executive leadership failures necessitate a new approach to executive leadership development. Globalisation results in new leadership challenges that affect people, the planet and peace across the world. Critical issues include increasing extremism and terrorism, displaced migrants fleeing to stable countries, earth warming and economic decline. The role of the individual executive leader cannot be isolated from human development challenges. Various executive leadership failures and examples of unethical leadership practises, both internationally and in South Africa, place the focus on ethical governance and emotionally matured leadership development. This study follows a nexus, based on a three-stranded cordial link between human development, emotional intelligence and executive leadership. The central themes of the United Nations Human Development’s (UNDP) reports of 1990 to 2009 as well as the Post-United Nations Human Development Report of 2015 form a framework for evaluating the relationship between human development and executive leadership. Although economic growth is central to human development, the development of people through building human capabilities and active participation to improve their lives, are the main goals of the UNDP-2015. The role of executive leadership, leadership derailment and required executive proficiencies and attributes are investigated by evaluating traditional leadership theories and approaches as a lens for investigating leadership development. The positive effect of globalisation is that it affords new approaches and opportunities for executive leadership development. Emotional intelligence-based leadership, including the role of neuro-leadership, is evaluated and an integrative approach that involves the new paradigm of leadership as a response to human development challenges and globalisation is presented. The new paradigm of integrative leadership approaches includes empirical-based authentic leadership, shared leadership and gender-based leadership. The integrative leadership models of Hatala and Passmore are selected as a framework to propose a theoretical emotional intelligence leadership model for this study. New opportunities to develop emotionally intelligent executive leaders include technology-based training, iLeadership and eLeadership in an environment without boundaries. Time constraints are identified as a key obstacle for leadership development. Various training and executive coaching strategies are evaluated and proposed to accelerate leadership development. The link between human development and executive leadership development is proposed by collective leadership approaches towards Corporate Social Responsibilities (CSR) above entrepreneurial acumen and stakeholder involvement. A positivist approach based on quantitative research using Structural Equation Modelling (SEM) is used. The primary research problem is formulated to investigate the multidimensional and complex nature of factors that influence the success of developing emotionally intelligent executive leaders in South Africa. A conceptual theoretical model comprising of factors that influence Human Development and the perceived success of Emotional Intelligence Training is developed. A total of ten independent variables that influence the two mentioned dependent variables are identified. The proposed model and envisaged hypotheses are empirically tested. The study consists of a 73-itemed questionnaire with 360 participants. The sourced data are statically analysed by means of the exploratory factor analysis (EFA) to assess the discriminate validity of the research instrument and to confirm underlying dimensions of the constructs. Cronbach-alpha coefficients are calculated for each of the identified factors by using SEM. The significance of the hypothesised relationships in the revised model is tested. The value of this study’s contribution to the body of knowledge lies within the findings, the proposed Integrative Emotional Intelligence Leadership Model and recommendations for future research. The proposed model identifies practical training approaches to accelerate executive leadership against a background of serious leadership failures in South Africa.