Dissertations / Theses on the topic 'Executive coaching – South Africa'

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 (MPhil)--Stellenbosch University, 2014.
ENGLISH ABSTRACT: The South African coaching and mentoring industry is a fragmented and unregulated work environment with no entry barriers. Industry standards and quality are undefined and dependent on a myriad of coaching training institutions, of which only one, the University of Stellenbosch, is registered with and quality assured by the National Qualifications Act. The result is a mixed bag of coaching approaches, philosophies and methodologies which are not necessarily grounded in evidence-based practice. Thus the industry is characterised by market confusion and an influx of untrained or poorly trained practitioners. Although coaching is not a high-risk occupation, it still carries a significant responsibility. It directly influences decision-making in business and in the lives of individuals. Consequently it has the potential for a considerable positive impact on society. However, the unregulated environment of South African coaching exposes the public to coaching behaviour which may be incompetent and unethical. The global demand for coaching has been growing steadily over the past few years and South Africa is no exception. Unfortunately this growth is at risk of stagnation and decreasing levels of trust – typical ingredients for a fad recipe. It must be stated though that there are pockets of excellence, often supported by international qualifications and credentials. In early 2013 the newly elected executive committee of COMENSA (Coaches and Mentors of South Africa) embarked on a bold journey to rectify this situation. A decision was made to professionalise the coaching industry by registering with government as a self-regulated professional body in 2014. To prepare for this, COMENSA launched a strategy for the development of local standards, credentialing and continuing professional development based on international benchmarking. This research documented the launch of the strategy through a monitoring and evaluation framework. It investigated the strategy's activities in relation to intended results. It also probed a number of direct stakeholders regarding their understanding and expectations of the strategy as well as their attitude towards it. The research yielded in-depth insights into the objectives of the strategy – some of them unstated in the strategic document, but still intended. It also uncovered a stakeholder view which contained indicators of the market confusion mentioned above. Finally, it identified a potential misalignment between the expectations of the strategy and the requirements contained in the government policy on self-regulated professionalisation. In conclusion it must be added that this research was the first phase of a longer-term monitoring and evaluation project on the impact of a professional coaching environment. Key words: COMENSA; coaching; professionalisation; self-regulation; monitoring and evaluation; impact evaluation; evaluating strategy.
AFRIKAANSE OPSOMMING: Geen

Thesis (MPhil)--Stellenbosch University, 2015.
ENGLISH ABSTRACT: This study was inspired by the quest of a South African public utility confronted with complex challenges which necessitated requisite leadership behaviour change, to understand what differentiated executive-level leaders who chose to engage in executive coaching from those who did not. Executive coaching was offered as a support mechanism to accelerate the absorption and application of learning for behaviour change during an executive-level leadership development programme. For the duration of the programme though, requests for executive coaching remained relatively low for the total executive-level leadership population. The study’s research question was: Is level of self-awareness in executive-level leaders a differentiator for openness to engage in executive coaching? This was delineated from the broad definition of self-awareness as the extent to which individuals see themselves as others see them. To answer the research question, three hypotheses were tested based on the three secondary objectives of this study in order to determine: 1) Differences in self-awareness from an emotional perspective for leaders who engaged in executive coaching versus those who did not; 2) differences in self-awareness from a developmental perspective for leaders who engaged in executive coaching versus those who did not; and 3) differences between leader self-awareness from and emotional perspective versus a developmental perspective. An exploration of existing literature on the focal topics of this study suggested that openness to both learning and behaviour change is positively associated with leadership self-awareness. The researcher postulated that an informed interpretation of such association could present worthwhile information to be employed towards the optimisation of executive coaching as a support mechanism to leadership development programmes. This study was conducted from a post-positivist paradigm. This allowed for researching a complex aspect such as openness to deep personal change and growth, through a quantitative exploration of associations between variables as well as the offering of possible explanations for those. Secondary data was analysed through the application of descriptive and inferential statistics. The study did not find statistically significant evidence to support the three research hypotheses postulated regarding a possible association between leadership self-awareness and openness to engage in executive coaching. However, at a descriptive statistical level, the study did reveal a general trend of a positive association between well-developed emotional-capacity on constructs commonly related to pro-change behaviour (adaptability, flexibility, impulse control and stress management) and a high level of self-awareness from a developmental perspective. Due to the inability of this study to find statistically significant evidence in support of the hypotheses postulated, the researcher had to conduct a further exploration of findings and conclusions from studies related to the current study, in an effort to interpret the current study’s findings. A comparison of the current study’s findings at a descriptive statistical level with other related studies generated a number of additional questions and recommendations for further research. It also brought to light support for executive coaching as a primary mechanism available to organisations to cultivate leadership self-awareness and adaptability to change. This study indeed produced more questions than answers, and the researcher is of the opinion that the value of this research lies in the reflections, further questions and recommendations for further research produced during the struggle to overcome the limitations of the study.

Thesis (MBA)--Stellenbosch University, 2001.
ENGLISH ABSTRACT: In the years before South Africa's new political dispensation, many people were denied their fundamental right to be developed to their fullest potential. They could only dream of enjoying a more meaningful and fulfilled life. As a result South Africa was rated internationally as the lowest on the scale for human development. With the first free elections held in 1994, all South Africans were promised the freedom to be equal as citizens. Much rested upon the shoulders of the newly-elected political leadership. President Mandela performed his new leadership role with admirable integrity. He engendered a spirit of enthusiasm among many to rise up and meet the economic and social challenges facing the fragile democracy. One of the most significant challenges was to develop and grow a depleted skills base in a manner that would build unity and respect amongst its learners. Learning is central to any social and economic reform, and is an important vehicle to achieving desired goals. As a result, legislative changes were introduced to South Africa's education, training and development system soon after the elections. In 1995 the South African Qualifications Authority Act was passed. This allowed for the establishment of a National Qualifications Framework, the objectives of which is to create an integrated national education framework, and to promote a culture of lifelong learning. In 1998 the Skills Development Act was subsequently introduced. Its primary aim was to spearhead South Africa's Skills Development Strategy, which aims to provide a broad scope and context to that which the country requires in order to make it globally competitive. The Strategy links education and training interventions to labour market realities, and social and economic reforms, providing an operational and national yardstick for learning. It sets out to ensure that people become more involved in, and assume greater responsibility for their education, training and development. In order for education, training and development to build individual, organisational and national capacity it must infer alia, be aligned to the new legislation. To facilitate the meeting of this requirement, training interventions must be outcomes-based. Alignment to the new legislation will promote the aims and objectives enshrined in South Africa's Skills Development Strategy, and in so doing will achieve social and economic reforms.
AFRIKAANSE OPSOMMING: In die jare voor Suid-Afrika se nuwe politieke bedeling is baie mense die fundamentele reg ontneem om tot hul volle potensiaal ontwikkel te word. Hulle kon net droom van 'n meer betekenisvolle en vervulde lewe. As gevolg hiervan is Suid-Afrika internasionaal as die laagste op die skaal van menslike ontwikkeling geëvalueer. Toe die eerste vrye verkiesings in 1994 gehou is, is alle Suid-Afrikaners beloof dat hulle voortaan gelyke burgers sal wees. Daar het dus 'n groot verantwoordelikheid op die skouers van die nuutverkose politieke leiers gerus. President Mandela het dié leiersrol met bewonderenswaardige integriteit vervul. Hy het talle Suid-Afrikaners met entoesiasme vervul om uit te styg en die ekonomiese en sosiale uitdagings wat die brose demokrasie in die gesig gestaar het, die hoof te bied. Een van die grootste uitdagings was om 'n uitgeputte vaardigheidsbasis te ontwikkel en uit te bou op 'n manier wat eenheid en respek onder leerders sou kweek. Leer vorm die kern van enige sosiale en ekonomiese hervorming, en is 'n belangrike instrument waarmee verlangde doelwitte verwesenlik kan word. Gevolglik is die wetgewing wat Suid-Afrika se onderwys-, opleiding- en ontwikkelingstelsel reël, kort na die verkiesings gewysig. Die Wet op die Suid-Afrikaanse Kwalifikasie-owerheid is in 1995 aanvaar. Dit het tot die daarstelling van 'n Nasionale Kwalifikasieraamwerk gelei. Die doel hiervan is om 'n geïntegreerde nasionale onderwysraamwerk te skep en 'n kultuur van lewenslange leer te bevorder. Daarna is die Wet op Vaardigheidsontwikkeling in 1998 aanvaar. Die hoofdoel hiervan was om Suid-Afrika se Vaardigheidsontwikkelingstrategie te ontwikkel met die doel om 'n breë omvang en konteks vir dit wat die land nodig het om internasionaal mededingend te wees, te bied. Die Strategie lê die verband tussen onderwys- en opleidingsingrepe en die werklikhede van die arbeidsmark, en sosiale en ekonomiese hervorming deur 'n operasionele en nasionale maatstaf vir leer daar te stel. Dit wil verseker dat mense meer by hulle onderwys, opleiding en ontwikkeling betrokke raak en verantwoordelikheid daarvoor aanvaar.

Thesis (MPhil)--Stellenbosch University, 2015.
ENGLISH ABSTRACT: Creative people and the products they create play a fundamental role in the music industry. They form the core around which the rest of the industry revolves. Without musical and lyrical compositions and talented people able to perform them, there would be no music industry. Pressure mounts on creative people to keep on creating and producing music that will satisfy both industry and consumer demand. This leads to various personal and professional issues the creative person is faced with when pursuing a career in the music industry. This study explored how coaching supports creative people with their personal and professional issues, within the South African music industry. The research design was an exploratory, qualitative study. A purposive sampling technique (Babbie & Mouton, 2009) was used to select the six research participants. The research participants selected were at various stages of entering the music industry professionally. Multiple data collection methods were utilised for this qualitative study, namely solicited essays, researcher reflections and semi-structured interviews. The findings presented in this study showed how coaching can be effective in helping creative people deal with their personal and career issues.

Problem: In South Africa, women have not always had opportunities in society or the workplace due to historical discriminatory political and socio-economic policies and practices, including apartheid (United Nations Economic Commission for Africa, 2011). Gender disparity at the top echelons of organisations is still prevalent, and the South African business landscape is not different despite progressive legislation promulgated in the late 90s when the democratic government took over. Aim of the study: The aim was to identify challenges faced by women when attempting to advance into executive positions and strategies that could assist them in this respect. Method: A literature study was conducted to establish what work had already been done in the field of gender studies and advancement of women in the corporate world. For the empirical study an interpretivist paradigm with a qualitative research approach was adopted. Interviews were conducted with ten women who were members of the Port Elizabeth branch of the Businesswomen's Association of South Africa (BWASA) and who were categorised as hopeful, emerging or already in executive positions. They were asked about the challenges they were facing or had experienced and the strategies that assisted or could assist them in advancing to an executive position. They were also asked to provide critical incidents with the view of enriching the data and gaining a deeper understanding of the phenomenon. Results: Gender-insensitive organisational policies, an unsupportive organisational culture and unknown barriers in selection emerged as key challenges experienced by the participants. Facilitative strategies that emerged included a supportive corporate culture, family support, an enabling supervisor and affiliation to professional bodies. Conclusion: Whilst a large pool of work has been done on the advancement of women, gender equality in corporate South Africa remained a challenge. This challenge should be addressed from a corporate, personal and professional perspective. Recommendations: An integrated organisational approach to this phenomenon is required which should include appropriate company policies, a supportive organisational culture and enabling supervisors. In addition, women should garner the support that their families provide and they could greatly benefit from affiliating to professional bodies.

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.

Thesis (MPhil)--Stellenbosch University, 2015.
ENGLISH ABSTRACT: The Coach and Mentors of South Africa (COMENSA) coach/mentor supervision policy of 2010, which was updated in 2013, aims to convey COMENSA’s official position on coaching supervision as well as inform members about this practice. The policy offers a framework for best practice for coaching supervision and serves as a benchmark against which to compare the goals and competencies of coach supervisors in South Africa. COMENSA’s policy on supervision includes a list of seven goals. The policy further recommends that, throughout the supervisory relationship, the supervisor must be able to demonstrate a range of behaviours and competencies, as well as be able “to pay attention to, work with and balance” the three functions of supervision, namely: developmental, resourcing, and qualitative. Currently it is unknown whether the coach supervisors offering supervision in South Africa actually meet these behaviours, competencies and goals. In addition, it is unknown what qualifications and experience the coach supervisors have and whether their supervision meets the supervisees’ expectations. This study assessed whether coach supervisors in South Africa actually meet the COMENSA supervision policies’ competency requirements and supervision goals and whether these goals and requirements are necessary and sufficient for quality coaching supervision sessions. The study also explored whether coaching supervision met the supervisees’ expectations. The research design was an empirical qualitative study using a multi-method approach involving interviews and documents. The study was interpretive and exploratory in nature. Primary data was sourced through semi-structured interviews with 23 participants comprising five supervisors and 18 supervisees from three regions in South Africa. Secondary data came from the two COMENSA coach/mentor supervision policies (2010 and 2013). The data was analysed using ATLAS.ti. It was found that supervisors focused their goals on learning and support first, then relational dynamics and professional practice issues. In the COMENSA coach/mentor supervision policy the emphasis differs. The policy focuses predominantly on relational dynamics, then learning and professional practice. Supervision as support was mentioned only briefly in two goals. According to the perspective of their supervisees, supervisors were competent in terms of the requirements set out in the COMENSA coach/mentor policies (2010 and 2013) and supervision largely met their expectations. Supervisees identified areas for improvement in supervisor facilitation skills, providing a safe space and stronger contracting. A surprising result emerged with 11 of the 18 supervisees either already using supervision to discuss the business of coaching or wanting this to be an added element of the process. The business of coaching covers topics such as marketing and how to run a practice and is not typically included in coaching supervision. The competency of raising cultural awareness and respecting diversity and difference was not mentioned by any of the participants, a surprising omission given the diverse socio-political environment of South Africa.

Thesis (MBA)--Stellenbosch University, 2014.
ENGLISH ABSTRACT: Executive remuneration in South Africa has continued to attract public outrage and generate much debate among various stakeholders due to the perceived non-alignment of compensation packages awarded to senior executives and company performance. This research examines the relationship between executive compensation and financial performance of South African listed companies. Furthermore, the study investigates the link between executive pay and sustainability performance measures such as environmental, social and governance (ESG) criteria. Almost no research has been done in South Africa to examine the link and integration of ESG performance metrics into executive pay as researchers continue to focus on traditional financial measures of performance such as earnings (EBITDA), earnings per share (EPS), return on equity (ROE), return on assets (ROA), total shareholder return (TSR) and share price. The link between executive compensation and sustainability metrics (ESG) has become a topic of much discussion among academics and investors due to the potential influence of ESG factors on companies’ financial performance and sustainable long-term value creation. The research begins by examining the changes in the level of executive compensation during a five-year period and by testing the relationship between executive pay and traditional financial performance measures. The results show that the total compensation of CEOs has been steadily increasing during the five-year period while variable performance bonuses experienced a slight decline during the economic recession of 2007 to 2008. The results provided evidence that there is a statistically significant positive relationship between executive remuneration and company profitability. Findings for the second objective suggest that while executive compensation plans of many companies have been formally tied to ESG performance metrics, few companies in the study have disclosed effective and robust ESG performance measurement systems that tie executive pay to sustainability performance.

This work examines the legal effects of a declaration of a state of emergency under the Public Safety Act 3 of 1953 and the exercise of legislative and administrative powers pursuant thereto. The general basis of judicial control over executive action and the various devices used to limit or oust the court's jurisdiction are set out and explained. Against this background, the courts' performance of their supervisory role under the special circumstances of emergency rule is critically surveyed and assessed. The legal issues raised by the exercise of emergency powers is examined at the various levels of their deployment: first, the declaration of a state of emergency; second, the making of emergency regulations; third, their execution by means of administrative action, including detention, banning, censorship and the use of force. The major cases concerning emergency issues, both reported and unreported, are analysed in their appropriate contexts, and an overview provided of the effects of emergency regulations and orders on such freedoms as South Africans enjoy under the 'ordinary' law. Finally, an attempt is made to assess how these decisions have affected the prospect of judicial review of executive action, both in the emergency context and in the field of administrative law generally. The conclusion is that, however far the Appellate Division may appear to have gone towards eliminating the role of the law in the emergency regime, grounds remain for the courts to exercise a more vigorous supervisory role should they choose to do so in future.

Thesis (MBA)--Stellenbosch University, 2014.
ENGLISH ABSTRACT: The study presents an empirical investigation that was conducted on why the number of women on executive and board levels in companies is not consistent with the number of women in the workforce. The barriers which women face in career progression were explored by focusing on three main themes, namely internal, societal and organisational barriers. The research method used to evaluate previous and current research was content analysis which provides a definitive correlation between current challenges that women face and how they have progressed over the past 20 years. The research further provides insight in what changes companies and government can incorporate to ensure that the gender gap is closed over time. Analysis shows that although the number of women on executive and board level has improved during the past ten to 15 years, it remains disconcertingly low. The type of barriers which hindered women from reaching the upper management positions some time ago, are still the same reasons that keep them in the lower ranks in the business. Findings have indicated that the strongest internal barrier is that women struggle to balance family obligations with the severe requirements of top positions in business. It was also found that some women do not perceive the male-dominated structures and discrimination in companies as a threat but rather see it as a challenge which strong women can overcome if they believe in and equip themselves. Although some companies have made progress in supporting women and invite women onto their boards and executive teams, the attempt is still not enough to close the gender gap. The present study concludes with recommendations on what women, male colleagues, companies and government bodies can do to increase the number of women on upper levels in the organisations.

The role that mentor and proté
gé
play in transforming South African society in general and the business environment in particular, is important and lends new meaning to leveling of the playing fields. Fundamental to success of any mentorship programme is the relationship between the mentor and the proté
gé
. Since mentors play a key role in shaping the proté
gé
they have to employ strategies that offer practical and emotional support to the proté
gé
while understanding the implication of mentoring in a particular social and political context. The mentor is also an intermediary between the proté
gé
and the organization. This research report developed an exploratory analytical framework to understand mentoring relationships, with particular reference to the South African regulatory context and the internal organization factors that impact mentoring relationships, and the effect on affirmative action in South African organizations.

Sub-Saharan Africa (SSA) has a scarcity of research on autism spectrum disorder (ASD) and available early interventions, as most of what is known about the disorder is from highincome countries. Early detection and intervention methods were found to have positive effects on developmental delays and to alleviate symptom severity in children with ASD or at risk of it. There is a need for scalable interventions in low-resource settings, which are characterised by a lack of highly-trained specialists, infrastructure and funding. This study explored the barriers and facilitators to implementing and sustaining a caregiver-coaching ASD early intervention, informed by the principles of the Early Start Denver Model (ESDM), adapted for South Africa and for delivery by non-specialists. The study also identified some changes that could be made to improve intervention adoption and sustainability. Nine multilevel stakeholders involved in the implementation of the caregiver-coaching intervention were purposively sampled, individual in-depth interviews were conducted, transcribed verbatim and thematically analysed. Major implementation facilitators included: ECD worker baseline ASD knowledge and experience; skills gained from the training received and coaching; clear in-session caregiver-coaching structure; value of strong team relationships; clear video illustration of intervention concepts; and the mastery and generalisation of skills by the ECD workers, ECD supervisors and caregivers. Implementation barriers included: the complexity of the intervention and coaching concepts; misalignment of ECD teacher training with the caregiver-coaching approach; logistical challenges; and mismatch of the video content with the South African context. Facilitators to sustain the intervention included: child outcomes; caregiver ‘buy-in;’ and competence; and the need for ongoing live supervision. Barriers to sustaining the intervention included: structural issues of poverty, transportation and unemployment. Positive child and caregiver outcomes could be offset by larger contextual and system-level issues such as poverty and the need for ongoing support, supervision and local coaching materials in South African languages. The results will inform tailoring of the intervention training and supervision approach for a larger pilot study.

The goal of this research was to determine, in a South African context, whether there is any correlation between chief executive officer compensation and the performance of the company. For the purposes of the research , the compensation of chief executive officers was broken down into three components: salary, bonus and "other" remuneration, while company performance was measured on return on equity, return on assets and earnings per share figures. Studies on this topic have been carried out in other countries, most notably in the United States of America and the United Kingdom. It appears that no research of a similar nature has been carried out in South Africa. Data in respect of the forty largest listed companies in South Africa were collected over a period of five years. The econometric models used for the research were based on models identified in the literature study. The data were then analysed for evidence of a correlation between chief executive officer compensation and the performance of the company. The results of this study indicate that there is no linear relationship between chief executive officer compensation and company performance variables. The econometric models did, however, show correlations between certain variables, taking into account the other predictor variables in the model. Evidence of correlations between age and experience and compensation was also found , which may present potential avenues of research to scholars in the future.

Includes bibliographical references.
The intricacies and legalities concerning the notion that under certain circumstances a director may be regarded as an employee have given rise to much litigation in the past two decades. It is humbly submitted that few scenarios have created as much confusion and grief as the aforementioned idea in our South African jurisprudence. For the past two decades lawyers have jousted in the CCMA, Labour Court and Labour Appeals Court on the question of whether or not a company director is an employee and subject to the protection from unfair dismissal contained in the LRA. This dissertation approaches the controversial topic by examining the history and origin of the concept of the office of director. The legislative framework concerning company and labour law is examined along with the judicial decisions which have shaped this particular aspect of the law. A brief overview of comparative labour law is discussed in an attempt to gain a multinational view of the matter. Throughout this dissertation it is of cardinal importance to view the text through both the lenses of Company- and Employment Law. Failing to do so will have the inevitable result that one does not properly reflect and weigh in on the theoretical implications associated with the development of both these branches of law.

Includes bibliographical references (pages 72-77).
This study investigates whether executives backdate share option grants to their advantage in South Africa. Using data of 175 option grants to executives among the 41 top companies in South Africa between 2001 and 2006, a pattern of negative cumulative abnormal stock returns before the grant dates but positive and increasing returns thereafter is observed. This pattern is much more pronounced for unscheduled grants. Statistical testing shows the mean cumulative abnormal returns are significantly different from zero after the grant date, but are not significantly different from zero before the grant date. The mean differences in average cumulative abnormal stock returns between pre- and post- grant periods are significantly different. The results suggest that some opportunistic behavior might have taken place around the executive option grants, including backdating.

In this mini-dissertation, a study is undertaken for an investigation into the Executive Mayoral System with reference to the Nelson Mandela Metropolitan Municipality. The mini-dissertation comprises of five chapters. The study is based on the assumption that the introduction of an executive mayoral system will enhance the decision-making and policy-making processes at the Nelson Mandela Metropolitan Municipality. This is also based on the assumption that all local authorities and the Nelson Mandela Metropolitan Municipality in particular are faced with challenges of developmental local government. The Executive Mayoral System, therefore, is expected to provide possible solutions and avenues to promote and improve socio-economic development and service delivery to strengthen the local tax base. Another challenging aspect is the capacity building for the staff members of the Nelson Mandela Metropolitan Municipality especially the Executive Mayor who has all the powers vested in him. The main objectives of the research include, inter alia, to provide a brief theoretical background explanation regarding the reasons for the existence of local authorities and restructuring of local government in South Africa. To investigate and report on the implementation of the new mandate for local government with reference to the Executive Mayoral System at the Nelson Mandela Metropolitan Municipality. To investigate whether the Executive Mayoral System at the NMMM will contribute towards efficient and effective service delivery. This will be followed by the impact of the Metropole to promote and encourage community involvement on all the programmes of the municipality. This investigation will ensure that the Nelson Mandela Metropolitan Municipality provides conducive environment for socio-economic development and achieve the national economic strategy under Growth, Employment and Redistribution (GEAR) policy. To bring about experiences from other countries and learn from those experiences based on their approach to the Executive Mayoral System. An overview of the legislative framework and an explanation of selected policies for the Executive Mayoral System are made. Finally, a number of conclusions that were arrived during the study, followed by various recommendations are made. These are based on the qualitative research analysis in order to come up with solutions of ensuring sustainable service delivery with the Executive Mayoral System.

Thesis (MComm)--Stellenbosch University, 2013.
ENGLISH ABSTRACT: This study aimed at developing and empirically evaluating an affirmative development coach competency questionnaire. The development and empirical evaluation of the affirmative development coach competency questionnaire forms the first phase of a larger project of developing and testing a comprehensive affirmative development coach competency model. A coaching@work competency model would help in clarifying and defining the characteristics that affirmative development coaches need to possess and what affirmative development coaches need to do and need to achieve to be successful on the job. Inequalities brought about by exclusionary policies in terms of education as well as employment that characterised South Africa before the advent of democracy meant that many members of the previously disadvantaged groups lack the necessary skills to succeed at work, especially the ability to occupy higher level positions. Theirs was the world of unskilled work. In order to rectify the injustices experienced by members of the designated groups the new post-apartheid government enacted policies and laws based on the principle of affirmative action. However the preferential hiring in favour of Blacks required by the affirmative action measures disadvantages organisations and the economy because most members of the previously disadvantage groups lack the necessary job competence potential to succeed at work. Affirmative development has to play an important role in rectifying the injustices of the past. Coaching in addition has to play an important role in honing the newly developed abilities and skills. The study aimed at identifying the various coach competencies that behaviourally constitute coach success. Competencies were derived from examining the outputs that need to be achieved through the competencies. Understanding the relationships between the affirmative development coaching competencies (behaviours) and the outcomes the affirmative development coach attempts to achieve was important because the relevance of the hypothesised competencies need to be validated (logically and empirically) against the structural network of outcomes. The study identified nine outcome variables namely employee personal learning, role clarity, job satisfaction, organisational commitment, employee self-efficacy, work engagement, contextual performance, task performance and intention to quit. Seventeen coach competencies were examined in this study. The proposed partial coach competency model shows various structural paths between the coach competencies and the coach outcome variables the coach is held accountable for. The objective of the research was to develop the Chikampa Coach Competency Questionnaire (CCCQ) aimed at measuring the seventeen coach competencies and to empirically evaluate the psychometric properties of the CCCQ. The hypothesis of exact measurement model fit was rejected but the hypothesis of close fit could not be rejected (p>.05). The position that the CCCQ measurement model fits the data closely in the parameter was found to be a tenable position. The fit indices reflected good model fit in the sample. The measurement model parameter estimates indicated that the indicator variables represented the latent coaching competencies satisfactorily. Discriminant validity was problematic. The seventeen latent coaching competencies as measured by the CCCQ are not clearly separate but tend to flow into each other.
AFRIKAANSE OPSOMMING: Hierdie studie was gerig op die ontwikkeling and empiriese evaluering van ‘n regstellende ontwikkingafrigter1bevoegdheidsvraelys. Die ontwikkeling and empiriese evaluering van ‘n regstellende ontwikkingafrigterbevoegdheidsvraelys verteenwoordig die eerste fase in ‘n groter projek om ‘n omvattende regstellende ontwikkingafrigterbevoegdheidsmodel te ontwikkel. ‘n Afrigter@werk bevoegheidsmodel sou meewerk om die persoonseienskappe waaroor regstellende ontwikkelingsafrigters moet beskik te identifiseer en te definieer en om helderheid te kry ten opsigte van die handelinge wat regstellende ontwikkelingsafrigters moet verrig en die uitkomste wat hul daardeur moet bereik om as suksesvol geag te word. Ongelykhede wat te weeg gebring is deur die uitsluitingspolitiek in terme van opvoeding en werksgeleenthede wat Suid Afrika gekenmerk het voor die aanbreek van demokrasie het meegebring dat baie lede van die voorheenbenadeelde groepe die nodige vaardighede ontbreek wat vereis word om in die wereld van werk sukses te behaal, spesifiek die vermoë om hoër-vlak posisies te bekleë. Hulle was gedoem tot ‘n wereld van ongeskoolde werk. Ten einde die ongeregtighede wat lede van die aangewese groepe ervaar het reg te stel het die nuwe post-apartheid regering beleide en wetgewing verorden gebaseer op die beginsel van regstellende aksie. Die voorkeur-indiensneming van Swartes wat deur regstellnde aksiemaatreëls vereis word benadeel egter organisasies en die ekonomie omdat die werksbevoegdheidspotensiaal wat vereis word om in die wereld van werk te slaag by die meerderheid lede van die voorheenbenadeelde groepe ontbreek. Regstellende ontwikkeling moet ‘n belangrike rol speel in die regstelling van die ongeregtighede van die verlede. Afrigting moet daarbenewens ‘n belangrike rol speel om die nuutontwikkelde vermoëns en vaardighede te slyp. Die doel van hierdie studie was om die afrigerbevoegdhede wat vanuit ‘n gedragsperspektief afrigtersukses beliggaam te identifiseer. Bevoegdhede is geïdentifiseer deur die uitkomste te bestudeer wat via die bevoegdhede bereik moet word. ‘n Begrip van die verwantskappe tussen die regstellende ontwikkelingafrigterbevoegdhede (gedrag) en die uitkomste wat die regstellende ontwikkelingafrigter probeer bereik was belangrik omrede die relevansie van die voorgestelde bevoegdhede teen die strukturele network van uitkomste (logies en empiries) gevalideer moet word. Hierdie studie het nege uitkomsveranderlikes geïdentifiseer, naamlik persoonlike leer, rolduidelikheid werkstevredenheid, organisasieverbondenheid, selfvertroue, werksverbondenheid, kontekstuele prestasie, taakprestasie en bedankingsvoorneme. Sewentien afrigterbevoegdhede is bestudeer in hierdie studie. Die voorgestelde gedeeltelike afrigterbevoegdheidsmodel dui verskeie strukturele bane aan tussen die afrigterbevoegdhede en die afrigteruitkomste waarvoor die afrigter verantwoordelik gehou word. Die doel van die navorser was om die Chikampa Coach Competency Questionnaire (CCCQ) gerig op die meting van die sewentien arigterbevoegdhede te ontwikkel en om die psigometriese eienskappe van die CCCQ te evalueer. Die hipotese van presiese metingsmodel passing is verwerp maar die hipotese van benaderde passing kon nie verwerp word nie (p>.05). Die standpunt dat die CCCQ metingsmodel die data in die parameter by benadering pas is dus ‘n houdbare standpunt. Die pasgehalte-maatstawwe het goeie modelpassing in die steekproef aangedui. Die metingsmodelparameterskattings het aangtoon dat die waargenome veranderlikes die latent afrigterbevoegdhede suksesvol verteenwoordig. Diskriminantgeldigheid was egter problematies. Die sewentien latent afrigterbevoegdhede soos gemeet deur die CCCQ word nie duidelik van mekaar onderskei nie maar neig om in mekaar te vloei.

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.

Thesis (MPhil)--Stellenbosch University, 2014.
ENGLISH ABSTRACT: Despite workplace bullying becoming more prevalent today, limited focus has been placed on this phenomenon within the organisational research context. It is important to note that this particular field of study still seems to be fairly new. Preventative measures for workplace bullying have focused on organisations taking responsibility through revisiting organisational leadership and culture, implementing policies and programmes, one of which includes coaching interventions. The present study set out to state that through effective and well-directed coaching interventions, awareness regarding workplace bullying can be created on both an individual and organisational level. The main objective of the study was to explore what coaching interventions and techniques can be used in coaching to address workplace bullying in South Africa. This study, positioned in the interpretivist paradigm, explored the personal experiences of 13 qualified and registered business coaches with COMENSA in South Africa, regarding their understanding, experience and knowledge of coaching related to workplace bullying from the sample group, through qualitative data. The sample group participated in individual semi-structured interviews relaying their experiences by answering specific questions, formulated as guidelines to the study. The questions were grouped into four categories, in order to analyse the qualitative data by using the content analysis method. The study found that coaches are increasingly faced with the responsibility to coach individuals related to workplace bullying, that it is a definite problem in South African organisations, but that organisations are currently not addressing it. The sample group in general had an average understanding of the concept of workplace bullying. However, their experience in workplace bullying contributed to insight on a number of factors, not obtained from literature. This also included the identification of several approaches, techniques and tools, which have been used with great effectiveness, whether coaching bullies or individuals being bullied. The sample group also emphasised a number of critical areas that coaches need to be aware of, including the importance of coaching supervision, proper contracting with clients and the effect that workplace bullying have on the coach himself, to mention just a few. The study focused on discussing the findings of this study by analysing and comparing the specific results, with previous literature, research and studies. The literature mentioned a number of theoretical underpinnings that can be used in workplace bullying coaching, but the study found more value in the processes followed by the coaches regarding effective coaching interventions, combined with approaches, tools and techniques, which are indicated specifically in the study. It was also found that an effective workplace bullying coach should have a good knowledge of organisations, organisational culture and the dynamics in business. In relation to South Africa’s focus on workplace bullying, the study found that this is greatly lacking, and special attempts should be made to create awareness of the topic in South African organisations. Investigations are proposed to incorporate workplace bullying into the South African labour legislation and to establish a Workplace Bullying Body to quantitatively and qualitatively investigate and regulate workplace bullying in South Africa.

In recent times, the performances of the South African senior national team (“Bafana Bafana”) have not matched the impressive off-field advancements in South African professional soccer. At the historic 2010 FIFA World CupTM held in South Africa, Bafana Bafana became the first host nation to be eliminated in the first round of the competition. Such disappointments have compelled stakeholders in South African soccer to call for a re-assessment of all structures and programmes which have an impact on the playing abilities of South African players. Of prime importance is the need to obtain a better understanding of talent development in South African soccer. The aim of this research study was to determine the relevance of selected factors associated with successful talent development in South African male professional soccer players competing in the 2008-2009 ABSA PSL season. In order to accomplish the research aims, the literature relating to talent development concepts and models was examined. The literature review identified seven factors which are relevant to talent development in soccer. The empirical study was exploratory, and it utilized a descriptive, non-experimental approach. Data were collected via a 53-item questionnaire, which was designed to evaluate the identified seven factors. The questionnaire was administered to a sample of 56 South African professional soccer players who played for clubs participating in the 2008-2009 season of the ABSA Premier Soccer League. The results obtained from the sample were analysed in terms of their descriptive statistics and confirmatory factor analysis was performed. The following six factors were statistically confirmed as being associated with the successful talent development of the sample: Training Environment, Motivation and Ambitions, Personal Development, Family Support, Cultural Factors and Coaching. These six factors accounted for 58 percent of the overall variance. The questionnaire had a reliability of 0.84, as measured by the Cronbach alpha coefficient. The study concludes that talent development in South African soccer is a multifactorial and complex process. Although the sample size was not suitable for discriminant analysis, theories such as the relative age effect and the „10-year rule‟ may be applicable to South African soccer. This study also adds to the limited body of knowledge on South African soccer, by identifying and scientifically analysing those factors which are associated with successful talent development. As success on the international stage becomes a priority in South African soccer, the identified factors serve as a sound scientific basis in the formulation of improved structures and strategies for perfecting the abilities of young soccer players, and increasing the competitiveness of Bafana Bafana.

Black South Africans account for a majority of HIV cases in South Africa, highlighting the need for greater understanding of risks specific to this group. Within the HIV prevention and risk literature, little information exists regarding the familial and neuropsychological contributions to HIV risk in youth. The current study addressed this gap. In a group of black South African parent-child dyads, the researchers investigated the independent and interactive contributions of parenting quality and executive functioning in the prediction of HIV risk. Child report of relationship quality was negatively associated with risky sexual attitudes and externalizing behaviors. Parent report of parental monitoring/involvement was negatively associated with child pre-coital behaviors. Cognitive inflexibility interacted with child report of parental monitoring/involvement in its relation with externalizing behaviors. Results indicated that parenting may protect black South African youth with respect to HIV risk, and that executive functioning may play an indirect role in this relationship.

Thesis (MBA)--Stellenbosch University, 2007.
ENGLISH ABSTRACT: This is an introductory research into executive remuneration and its effectiveness as an instrument to generate company growth in South Africa. This research is based on the assumption that there is a direct relationship between company performance and growth, and directors' remuneration. Companies employ directors in an attempt to increase value to shareholders. Remuneration paid to directors is sometimes viewed as excessive. To determine whether executive remuneration is excessive, various elements have to be taken into account. These elements vary, depending on the point of view of the analyst. This research is based on the point of view of the shareholder. A remuneration strategy can be deemed effective when elements important to shareholders have shown a positive change relevant to the change in directors' remuneration. Thirty-eight companies have been sampled. The proxies of the ROA ratio as well as the share price growth have been used. It is apparent that of the companies sampled, the majority has an effective executive remuneration strategy in terms of driving company growth and performance. In 18 instances a change in directors' remuneration (seen in isolation) resulted in an outright benefit to the company. This change was an increase in directors' remuneration in 15 of the companies sampled. In three of the companies sampled, this change was a decrease in directors' remuneration. Interpreting the results of the sample data, within the ambit of the proxies used, the conclusion is that in these instances the executive remuneration strategy has been used as an effective instrument to generate company growth. In eight instances a change in directors' remuneration (seen in isolation) did not result in any benefit to the company. Six of these changes were an increase in directors' remuneration. Two of these changes were a decrease in directors' remuneration. Interpreting the results of the sample data, within the ambit of the proxies used, the conclusion is that in these instances the executive remuneration strategy had not been used as an effective instrument to generate company growth. In 12 instances a change in directors' remuneration (seen in isolation) resulted in some kind of benefit to the company. Ten of these changes were an increase in directors' remuneration . Two of these changes were a decrease in directors' remuneration . Interpreting the results of the sample data, within the ambit of the proxies used, the conclusion is that in these instances the executive remuneration strategy had been used as a partially effective instrument to generate company growth. The proxies of the ROA ratio as well as the growth in a company's share price can therefore be used to determine the effectiveness of a company's executive remuneration strategy in driving company growth and performance. These proxies can be used if the assumption is made that there is a relationship between company growth and performance and executive remuneration. Executive remuneration alone does not drive company growth. There are numerous other factors at playas well. Executive remuneration should, however, be closely scrutinised so that it is optimally used. Executive remuneration should be incentivised in such a way that increased remuneration results in an increase in the ROA ratio as well as in market related growth in the share price over a period of time.
AFRIKAANSE OPSOMMING: Hierdie is inleidende navorsing in uitvoerende bestuur se vergoeding en hul doeltreffendheid as 'n instrument om groei te bewerkstellig vir maatskappye in Suid-Afrika. Hierdie navorsing is gebaseer op die aanname dat daar 'n direkte verwantskap is tussen opbrengste en groei van maatskappye en die direkteursvergoeding. Maatskappye betrek direkteure om waarde vir beleggers te vermeerder. Direkteursvergoeding word soms beskou as oordadig. Om te bepaal of hierdie besoldiging oordadig is, moet verskeie aspekte in berekening gebring word. Hierdie aspekte verskil vanuit die oogpunt van analis tot analis. Hierdie navorsing is gebaseer vanuit die oogpunt van die aandeelhouer. 'n Besoldigingstrategie kan as suksesvol beskou word as die aspekte wat belangrik is vir die aandeelhouer positief verander het, teenoor die verandering in die direkteursvergoeding. Die resultate van 38 maatskappye is gebruik. Die opbrengs op bates verhouding en die groei in aandeleprys is as maalstaf gebruik. Oil blyk dal die meerderheid van maatskappye waarvan inligting gebruik is, wei 'n effektiewe uitvoerende besoldigingstrategie het in terme van maatskappygroei en opbrengste vir aandeelhouers. In 18 gevalle was die verandering in direkteursbesoldiging (in isolasie beskou) 'n direkte voordeel vir die maatskappy. Hierdie verandering was 'n vermeerdering van besoldiging in 15 gevalle. In drie gevalle was die verandering in besoldiging 'n vermindering . Interpretasie van die navorsing, met verwysing na die maatstawwe wat gebruik is, dui daarop dat (in hierdie gevalle) die uitvoerende besoldigingsstrategie as 'n effektiewe instrument gebruik is om maatskappygroei teweeg te bring. In agt gevalle was die resultaat van 'n verandering in direkteursbesoldiging (in isolasie beskou) nie tot voordeel van die maatskappy nie. In ses gevalle was die verandering in direkteursbesoldiging 'n vermeerdering. Twee van die veranderinge in direkteursbesoldiging was 'n vermindering. Interpretasie van die navorsing, met verwysing na die maatstawwe wat gebruik is, dui daarop dat (in hierdie gevalle) die uitvoerende besoldigingstrategie onsuksesvol as 'n effektiewe instrument gebruik is om maatskappygroei teweeg te bring. In 12 gevalle was die resultaat van 'n verandering in direkteursbesoldiging (in isolasie beskou) tot die een of ander voordeel van die maatskappy. In 10 gevalle was die verandering in direkteursbesoldiging 'n vermeerdering. In twee gevalle was die verandering in direkteursbesoldiging 'n vermindering. Interpretasie van die navorsing, met verwysing na die maatstawwe wat gebruik is, dui daarop dat (in hierdie gevalle) die uitvoerende besoldigingstrategie gedeeltelik suksesvol as 'n effektiewe instrument gebruik is om maatskappygroei teweeg te bring. Die maatstawwe van die opbrengste op bates verhouding en die van groei in aandeleprys kan dus aangewend word om die doeltreffendheid te bepaal van die uitvoerende besoldigingstrategie om maatskappygroei en opbrengste teweeg te bring. Hierdie maatstawwe kan gebruik word indien die aanname gemaak word dat daar 'n verwantskap is tussen maatskappygroei en opbrengste sowel as die uitvoerende besoldiging wat betaal word. Die uitvoerende besoldiging is nie die enigste faktor verantwoordelik vir maatskappygroei nie. Daar moet noukeurig gelet word op uitvoerende besoldiging sodat dit optimaal aangewend word. Uitvoerende besoldiging moet tot aansporing dien sodat meer besoldiging aanleiding gee tot 'n vermeerdering van die opbrengste op bates verhouding sowel as markverwante groei in aandeleprys oor 'n periode van tyd.

The purpose of the research is to examine the effects that Apartheid had/has on the shaping of leadership styles of South African political leaders from all political affiliations and different backgrounds. The research phenemenon and tentative hypothesis is that these leaders were influenced in vastly different ways according to their positions as either advantaged, disadvantaged or unaffected by the system of Apartheid. The study will examine how these different experiences under the system of Apartheid shaped current leadership styles.
The system of apartheid, caused different life experiences for South Africans, and can be seen as a defining moment in the development of South Africa, its leaders and citizens. This study investigated how these different life experiences under apartheid influenced leadership styles of South African political leaders. After completion of a literature review, semi structured life history interviews were conducted with a representative sample of members of the South African Parliament, to generate qualitative data for analysis. Content analysis was applied to this data to generate a basis from which valid and reliable conclusions and recommendations were made. The research found support in both the literature review and qualitative life stories data collected for the following propositions: • Leadership is a complex construct, which is composed of many different characteristics and influences. • The life histories of individuals comprise of a combination of unique life experiences and subjective interpretations of those experiences. • Individual life histories influence leadership development. • Apartheid was a time line event that encompassed many different life experiences of individuals within the broad phenomenon, which phenomenon does not necessarily in itself have a significantly 7 homogeneous effect on the shaping of leadership styles. What is a more significant shaper of leadership style is the leader’s experiences in and attitude towards the event or phenomenon. • Life experiences under the phenomenon of apartheid influenced the leadership styles of South African political leaders differently in accordance with their unique life experiences itself, and their subjective interpretations thereof. The recordal of the life stories of South African political leaders presents an opportunity to learn at a broader interface from the experiences of the past, to shape a collective future for a free and democratic South Africa.

Magister Commercii - MCom
As a result of high economic inequality, widespread discontent with excessive chief executive officer (CEO) compensation levels is acute in South Africa (SA). Some commentators argue that instead of high levels of CEO pay causing inequality, it may be part of the solution if higher levels of CEO compensation translate into better company performance, so reducing unemployment. International studies investigating the relationship between CEO short-term cash compensation and current company performance generally report a weak or no relationship where accounting based measures of performance are used. Developments in the international literature reflect a stronger relationship when long-term incentive compensation (LIC) is included and total shareholder return (TSR) used to measure company performance. However, a concerning negative association between the highest paid CEOs in terms of excess LIC and future abnormal TSR is reported. In contrast, SA pay-performance research is largely not reflective of the developments in the international literature, with local studies mostly finding no pay-performance relationship, except where size-related accounting measures are used. As a result of the strong correlation between CEO pay and company size reported in the international literature, and local studies not adequately controlling for company size, the accuracy of the conclusions drawn in prior studies on the pay-performance sensitivity relationship in SA are brought into question. This study addresses the gaps in the SA literature by investigating the relationship between the size-adjusted excess CEO compensation and future abnormal TSR for the top 100 SA companies listed on the Johannesburg Stock Exchange for the period 2011 to 2013. A positive relationship is found between future abnormal TSR and short-term cash compensation, but not LIC. The levels and structure of CEO compensation in SA is also described.

Thesis (MBA)--Stellenbosch University, 2008.
ENGLISH ABSTRACT: This research report is a qualitative study of the effectiveness of executive coaching for the development of emotional intelligence competencies. Eleven executives from a private organisation were interviewed regarding recent coaching they had received. This coaching was offered as part of a development program that was grounded in action learning. Through these interviews, the executives shared their perspectives of the coaching process and the degrees to which they were able to benefit. They described the different styles of their coaches and the rapport each had with their own team‘s coach. The executives reported that as a result of coaching they demonstrated increased awareness of their emotional intelligence competencies. The data collected through this study suggested that executive coaching is an effective tool in the enhancement of emotional intelligence competencies in executives. Certain factors add to the likelihood that a benefit will be achieved through the coaching process, including the participants‘ openness to learning, the relationship between the coach and the participants, tools and frameworks used in the coaching process and the relevance of the coaching to the work of the executives. Organisational culture and environment also surfaced as important factors in predicting success in the coaching process. This study will be of value to researchers or organisational leaders exploring the benefits of executive coaching.
AFRIKAANSE OPSOMMING: Hierdie navorsingsverslag is 'n kwalitatiewe studie van die effektiwiteit van bestuursopleiding vir die ontwikkeling van emosionele intelligensie vaardighede. Elf bestuurslede van 'n privaat organisasie is onderhoude mee gevoer in verband met onlangse opleiding in die verband. Die opleiding is verskaf as deel van 'n ontwikkelingsprogram wat gegrond is in aksie opleiding. Deur middel van die onderhoude, het die bestuurslede hul perspektief van die opleidings proses gedeel asook tot watter mate hulle daaruit voordeel getrek het. Hulle het die verskillende style van hulle opleiers beskryf en die rapport wat elkeen met sy span gehad het. Die bestuurslede het verslag gedoen van hulle toenemende bewuswording van hulle emosionele intelligensie vaardighede. Die data byeengebring deur hierdie studie suggereer dat bestuursopleiding 'n effektiewe instrument is vir die toename van emosionele intelligensie vaardighede van bestuurslui. Suksesfaktore dra by tot waarskynlikheid van voordele bereik deur die opleiding, wat ook insluit, die deelnemer se ontvanklikheid vir lering, die verhouding tussen die opleier en die deelnemers, instrumente en raamwerke wat gebruik word in die opleidingsproses en die relevansie van die opleiding het ook opgeduik as belangrike faktore in die voorspelling van sukses in die opleidingsproses. Hierdie studie sal waardevol wees vir navorsers of organisatoriese leiers wat die voordele van bestuursopleiding wil ondersoek.

Executive function (EF), that shows rapid development in the preschool years, is foundational for cognitive development. Previous research has found aspects of physical development including gross motor skills and physical activity to be related to EF. However, evidence for these relationships in the preschool years, as well as in low- and middle-income countries is lacking. Therefore, this study aimed to investigate the relationships between EF (and related components of cognitive development) with physical activity and gross motor skills (GMS) in a sample of preschool children from urban and rural low-income settings in South Africa. Cognitive and physical outcomes were measured in a sample of preschool children (N=129; Mage = 50.7±8.3 months; 52.7% girls) from urban (Soweto) and rural (Bushbuckridge) low-income settings in South Africa. Cognitive components included EF, self-regulation (Early Years Toolbox, EYT), attention (adapted visual search task) and school readiness (Early Childhood Development Criteria Test). Physical outcomes included objectively measured physical activity (accelerometry), gross motor skills (Test for Gross Motor Development 2) and anthropometric measurements (height and weight). On average, children from both settings showed higher than expected scores for EF and self-regulation (based on Australian norms for the EYT), adequate gross motor proficiency and high volumes of physical activity (M total physical = 476 minutes per day). In contrast, a high proportion of children, particularly in the rural setting, demonstrated below average scores for school readiness. Investigations into the relationships revealed that EF was positively associated with self-regulation, attention and school readiness. Positive associations were also found between GMS and physical activity and, and physical activity and body mass index (BMI). And finally, that GMS, but not physical activity, was positively associated with all components of cognitive development. This study is the first to provide evidence for the importance of EF and the link between motor and cognitive development in preschool children from South African, low-income settings. Another key finding was that there may be factors promoting early EF skills in these settings but that these skills, although associated, are not transferring to school readiness. The lack of (or negative) associations between physical activity and cognition presents another key finding, further research is needed to identify whether there are specific amounts and types of physical activity that specifically benefit cognitive development.

The purpose of this dissertation is thus to evaluate the extent to which the existing legal and regulatory instruments in South Africa have effectively regulated director’s remuneration as a means of ensuring that those in control are accountable to the owners and do not remunerate themselves excessively with the owners’ money. The research will embark on a comparative analysis with international jurisdictions being Australia and the United Kingdom with the objective of determining how these countries have regulated executive director remuneration and the lessons that South Africa can learn from them. Lastly, the research will provide recommendations on how the existing framework s can be improved to ensure adequate and effective regulation of executive director remuneration.

The aim of this study was to investigate the barriers that impede the career advancement of women at an auditing firm in the Western Cape. These include internal and external barriers. More specifically, the study aimed to establish whether significant differences exist between women in different age groups, job levels, race groups and single, divorce/widowed and married groups in the firm, regarding their views in relation to their own career advancement.

Executive remuneration has been discussed extensively in both academia and industry, causing much disagreement. This dilemma is not exclusive to South Africa as executive remuneration has been central in a number of company scandals globally and considered a critical contributor to the global financial crisis. The purpose of this research was to identify and compare the significant CEO pay-performance relationships between the developed and developing economies of Australian and South African publicly listed companies respectively. International comparisons of CEO pay-performance relationships are scarce, with the majority of studies comprising of only single-country analyses. Historical inconsistent remuneration practices of publicly listed companies have resulted in varied effects on company performance and shareholder value creation. CEOs are witnessed receiving large remuneration packages while delivering little shareholder value. Increased public attention has called for stringent corporate governance measures for CEO remunerations schemes. The research study was conducted as an empirical explanatory quantitative study to further understand the relationship between CEO remuneration practices and the financial performance of Australian and South African publicly listed companies. The overarching principal finding of the study was the confirmation of the difference in the significant pay-performance relationships between Australian and South African publicly listed companies, with results indicating that only a negligible portion of the variance in CEO remuneration can be attributed to financial performance measures. The increase in the globally mobility of CEOs has added an additional level of complexity to the pay-performance relationship. Contributing to the field of human resource management and remuneration this study builds on the understanding of CEO pay-performance relationship to maximise shareholder value creation and retain talented CEOs.
Mini Dissertation (MBA)--University of Pretoria, 2018.
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted

Leadership development is very important in business and much is often said about ‘growing’ leaders in business organisations. Leadership development cannot be achieved in one training course or programme, but should rather be an everyday practice of existing leaders. Leader development concentrates on individual leader development, enrichment or attainment of within-person competence while leadership development concentrates on relational development. This paper addresses and outlines how an all-inclusive method to leadership development and succession planning is needed for the employees of the Eastern Cape Treasury. It also looks at the willingness of the existing leadership in government to coach and mentor the youth of today to take on a leadership role when the current leaders exit the market. The head office in Bhisho for the Eastern Cape Treasury has 390 employees and in total, when combined with district offices around the Eastern Cape, there are 454. The questionnaire was sent out to 80 employees and 55 of those were filled and returned to the researcher. The targeted employees were those in the following positions: Administrative Officer, Assistant Director, Deputy Director, Director and Chief Director. The empirical results though showed that Autocratic Leadership and Satisfaction with Compensation Package had no correlation with Leadership development, whereas Organisational Culture, Senior Management Support and Participative Leadership Style showed positive correlation with Leadership development success. Implementing the recommendations might help with improving leadership development in the Provincial Treasury.

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 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

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 and Executive Coaching Johannesburg, 2017
This qualitative study explored the leadership journeys of black women executives (BWEs), to understand those elements they perceived to enable and those they perceived to inhibit their career progression, as well as to establish implications for coaching. Eighteen participants were interviewed. The sample included BWEs who had been coached, those who had not, human resources managers, and line managers to create some triangulation. The BWEs were all in the top two organisational levels, as defined by the Employment Equity Act. A semi-structured interview guide was utilised for the BWEs and another for HR and line managers. Interviews were recorded, transcribed, and uploaded into ATLAS.ti analysis software. Coding was conducted inductively to identify themes that emerged. The study highlighted the importance of ensuring that all parties to the coaching intervention are fully briefed, aligned, and coaching-ready before implementation. If readiness is not ensured, the process can be negatively affected. A key finding was that a minimum of a bachelor’s degree, but preferably a postgraduate degree, enabled the career progression of BWEs. Once in the workplace BWEs need to continue with self-development. Elements that were found to enable career progression for BWEs were hard work, networking, self-development, and access to mentors. Resilience was found to be important in managing the challenges the BWEs’ experience in the workplace. Elements that inhibit BWEs’ career progression were found to be lack of implementation of employment equity (EE) or transformation in the workplace. It was also found that BWEs operate in challenging work environments where they experience marginalisation, stereotyping, and racism. Work-life integration is an issue as they are the homemakers. Another key finding was that coaching could contribute to BWEs’ career progression. It is important that all parties in the process are coaching-ready. It was also found that coaching heightened resilience for BWEs. Coaching was shown to be utilised for leadership development, including improving communication skills. Line managers were unsure of the objectives for which their BWE charges were being coached. This highlighted the importance of aligning all parties and ensuring coaching readiness before coaching implementation. This point is also important because to be successful, coaching needs the support of organisational leadership. It was encouraging to realise that the line managers viewed coaching as confidential between coach and coachee; however, they appeared to have had no input into development needs identification. This could point to a missed opportunity to align coaching with business needs. The intrapersonal skills of self-confidence and self-awareness were shown to have been developed through coaching. These skills are vital to effective leadership. The BWEs’ experiences of coaching were found to be challenging, and uncomfortable, and BWEs found that the coach did not understand or trivialised the coachee’s issues. Coaching conversations are meant to be challenging, however too much challenge can derail the process. BWEs experienced coaching as uncomfortable because the conversation delved directly into deep personal issues without preparing the coachee or building rapport and a trusting relationship. Two BWEs felt that their coaches had trivialised or misunderstood their issues. The finding that line managers were unaware of the development needs being addressed in their BWEs’ coaching, the BWEs’ experiences of discomfort in the coaching process, and coachees feeling that the coach had trivialised the coachee’s issues, highlights the important matter of coaching readiness. Coaching readiness is important to the success of any coaching engagement. Without participants being fully ready for coaching, the process might be compromised. Coaching was found to be an appropriate tool for leadership development and improving the career progression prospects of BWEs. It was also found that it is important to ensure that every party to the coaching is coaching ready.
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 Wits Business School November, 2016
Despite the substantial investment in leadership development made by corporates around the world, limited research has focussed on the lived experience of leadership development, with the research available typically focussed on specific leadership development interventions. In South Africa effective leadership development is particularly critical given both the emigration of experienced leaders in the past twenty years, and the need to have a diversity of leadership which is representative of the population as a whole. The study explored executive development in South Africa through the lived experience of a sample of senior executives, all of whom had reached “C” suite positions in either a Group or business line capacity. The interview process was inductive in approach, so the narrative was not restricted by assumptions as to what development interventions would be described by the research participants. Eighteen senior executives were invited to participate in the research, and twelve were interviewed, at which point saturation was reached. Whilst no quota was established for racial diversity, the racial mix was representative of senior executives in South Africa corporates. A significant theme in the research findings was the importance of childhood experiences in developing the drive, resilience and ambition that would enable the foundations to be built for adult leadership development. Another key theme was that formal leadership development should be supplemented by experiential learning if it is to have significant impact. Despite mixed feedback on formal leadership development programmes, international executive programmes were seen to provide the participants with the opportunity both to network with others and learn from reflection, developing their life purpose and philosophy. The research participants found that coaching and mentoring were important in supporting the development of their leadership skills, as such interventions could focus on their specific development needs. The power of childhood influencers, workplace informal coaches and mentors and other influential counsellors also appears to have been significant. There was a view that successful leaders “breed” other successful leaders. Another key theme was that of self-confidence leading to self-determination. The self-confidence of the research participants appears to have been balanced by humility and a willingness to listen to and learn from others. All the executives had a strong sense of purpose, often developed initially in childhood, and strong values underpinned their leadership identity. The executives also stressed the importance of work-life balance in developing as effective leaders. A crucial finding of this research was that leaders face unique challenges of diversity and empowerment in South Africa, but that transformational leaders with a South African identity and Anglo-US educational and work experience can be highly successful. The challenge of international leadership development and work experience was found to be particularly beneficial in developing leadership skills which were appropriate for the South African corporate culture. The findings from this research therefore suggest that leadership development is a complex process based on some innate attributes, enhanced through critical childhood influences and trigger events, and developed to full potential through a combination of formal and informal leadership development interventions. Achieving full potential relies on readiness to learn and the opportunities to gain valuable experience, particularly in adversity. In the context of South Africa it appears that “western” leadership development experiences can be adapted by executives to enhance their effectiveness in a South African corporate culture.
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
A flow experience is described by Mihaly Csikszentmihalyi, the founding thought leader of the experience, as “the holistic sensation present when we act with total involvement” (1975, p.43). Flow experiences have been linked to positive outcomes for individuals and organisations (Csikszentmihalyi & LeFevre, 1989; Engeser & Rheinberg, 2008; Privette, 1983; Salanova, Bakker, & Llorens, 2006) suggesting that this is a desirable experience to facilitate in the workplace. Csikszentmihalyi states that there is much that can be done to introduce more flow to the day-to-day experiences of life, including at work (1999), yet, despite the documented role of organisational leaders as “climate engineers” (Linley, Woolston, & Biswas-Diener, 2009, p. 37) there has been no specific consideration of the flow experiences of executives as leaders. The possible relationship between coaching and flow experiences has to date received attention in mainstream literary circles, and superficial attention in academic literature (Britton, 2008; Wesson & Boniwell, 2007). Coaching executives to achieve flow has not been considered in existing literature in the Executive Coaching domain, but since Executive Coaching is still viewed as emerging (Hamlin, Ellinger, & Beattie, 2008), a confirmation that Executive Coaching can be applied to foster flow experiences in the workplace would add to the credibility of this field. The purpose of this study has been to identify how the emerging discipline of Executive Coaching can facilitate the creation of flow experiences in executive workplaces. The answer to this question has been sought through building an understanding of how flow is experienced by executives in the workplace, and then investigating how flow experiences can be facilitated in executive workplaces. The research study adopted a qualitative approach due to the known suitability of this method to consider the life experiences of participants. Face- to-face, semi-structured interviews were used as the core data collection method addressing a sample size of 16 respondents, made up of 13 executives and three executive coaches. This approach has previously been applied to collect rich narrative data on flow experiences. The study found that whilst executive flow experiences show some commonalities with the existing literature on flow and flow experiences at work, several distinct antecedents for and characteristics of executive flow were identifiable. These precursors and features of executive flow were attributed at three levels: a) at the level of the organisation; b) through the type of work, and c) at the individual level. Executive experiences of anti-flow, the opposite of flow, were also identified. These were typically characterised and initiated by opposite factors to those linked to flow experiences. The study outcomes identified the ability of executives to proactively pursue flow experiences, and further showed that self-awareness and an awareness and use of one’s strengths increase the likelihood of flow experiences. The study thus found that there clear focus areas exist which can be manipulated through interventions to increase likelihood of executive flow experiences. The study outcome that the three areas that impact executive flow experiences correlate to Executive Coaching focus areas introduces the possibility that coaching may be a suitable intervention to increase the likelihood of executive flow experiences. This developing hypothesis is subsequently supported by the final research theme that Executive Coaching may be able to support the executive in cultivating the respective individual, organisational and work conditions to increase the likelihood of flow experiences at work.
MT2017

This study was conducted to investigate and explore a coaching intervention in an organisation that received and implemented systemic coaching for the systemic development of leadership. Although dyadic coaching is widely used by individual leaders in organisations, its impact in enhancing the wider development of systemic leadership is limited. This limitation is largely compounded by the narrow appreciation of the loci of leadership and how leadership is conceptualised, perceived and discharged in organisations. The reductionist approach to leadership development has led to many organisational resources being reserved, directed and used exclusively for the development of the select few. The difference between leader and leadership development is discussed in literature. Leader development refers to the development of an individual leader for his/her personal developmental interests. This individualistic development often occurs outside the context of that leader’s peers, team and organisation. Leadership development refers to a collective development of leaders with the primary purpose of becoming a unified coherent force for the success and sustainability of the organisation Thus, leader development is preoccupied with the improvement of a leader, whereas, leadership development is preoccupied with building collective capabilities. It is a result of the current inadequate and reductionist view of leadership development in organisations that the study seeks to suggest a systemic approach to coaching for the systemic development of leadership in organisations. A qualitative approach was employed as a research methodology, to evaluate systemic coaching implementation in depth. An interview discussion guide was used to engage respondents. Eighteen respondents were invited to participate in the study. The researcher ensured hierarchical representivity, from CEO to general workers, given the interest in the systemic nature of the coaching experienced. This was also to ensure that the study sample was representative of respondents who participated in both dyadic and systemic coaching received at NAC. Interviews were recorded, transcribed and uploaded into Atlas ti.7 software for analysis. Regarding systemic coaching, the findings showed that systemic coaching is more adequate in the systemic development of leadership rather than dyadic coaching. Systemic coaching was found to promote a collective and inclusive development of leadership and focused with optimising performance for the entire organisation rather than just individuals. Systemic coaching benefits were identified as key in enhancing leadership capabilities, in fostering innovation and in transforming organisational cultures. Eighteen areas were identified where systemic coaching can potentially make a difference in organisations. Some of those areas include, employee retention, organisational alignment and innovation. Seven critical factors to be considered when implementing systemic coaching were identified, chief among those being organisational culture and client readiness. Finally, though systemic coaching serves as no panacea to organisational challenges, it was found to be an appropriate tool for systemic leadership development. Hence it is proposed as a method to complement the dyadic coaching approach.

Thesis (M.M. (Business Executive Coaching))--University of the Witwatersrand, Faculty of Commerce, Law and Management, Graduate School of Business Administration, 2015.
The study explored the CEO transition process that takes place in the handing over of the organisation from the outgoing CEO to the incoming CEO and how executive coaching can facilitate the transition process. The past two decades have seen a reduction in the tenure of CEOs. In addition the transition period has contracted. This means that the incoming CEO is often faced with many challenges that may have been alleviated in a longer or more structured transition process. As CEO succession has a major impact on the organisation, and is disruptive in itself, executive coaching might present an opportunity to manage the transition and improve the settling in and effectiveness of the incoming CEO and thereby the performance of the organisation. . Friedman and Olk (1995), Garman and Glawe (2004) and Vancil (1987) defined a structured CEO succession and transition process in organisations. The transition process is conceptualised as a settling-in period where the designated CEO and outgoing CEO work together in a dual capacity whereby the organisation would slowly be transferred from one to the other over a period of months or even years (Kakabadse & Kakabadse, 2001). The Chairman plays an influential role in selecting the incoming CEO (Dalton & Dalton, 2007b; Engelbrecht, 2009; Fredrickson, Hambrick, & Baumrin, 1988) and in supporting the incoming CEO in his/her initial appointment period (Kets de Vries, 1987). There are various factors that determine the selection of an insider CEO or outsider CEO based on the performance and future strategy of the organisation (Dalton & Kesner, 1985; Friedman & Olk, 1995; Khurana, 2001; Ocasio, 1999; Zajac, 1990). The selection of the incoming CEO is important as it impacts the market value of the organisation and creates disruption within the organisation (Grusky, 1963). The incoming CEO, whether an insider or outsider CEO appointment, experiences many challenges when taking up the position. These challenges include delivering continuous growth, improved performance and profitability of the organisation (Bower, 2007; Giambatista, Rowe, & Riaz, 2005), managing key relationships with the Chairman, Board of Directors, Shareholders, key customers and suppliers as well as the management of people within the organisation. Other challenges are of a more personal nature, such as self-doubt and balancing work-life (McCormick, 2001; Stajkovic & Luthans, 1998; Stock, Bauer, & Bieling, 2014). Many of these challenges can be attributed to the reduced transition period that an incoming CEO has (Charan, 2005). iv There are various support structures available to the incoming CEO to supporting the incoming CEO in his/her initial appointment period. These include the Chairman, mentors and executive coaching. Various coaching models were considered in supporting the incoming CEO through the transition period and the challenges experienced (Bond & Naughton, 2011; Passmore, 2007; Saporito, 1996). The aim of exploring executive coaching models was to recommend a coaching framework that could be used in the CEO transition process. The research methodology used in the study was qualitative. Semi-structured interviews were undertaken in order to gain insights from the lived experience of CEOs, Chairmen and Board of Directors of organisations (Ponterotto, 2005; Wimpenny & Gass, 2000). Further to this an analysis of the CEO turnover in the Top 40 companies listed on the Johannesburg Stock Exchange (JSE) was undertaken, which served to triangulate the results from the respondent interviews. It was found that there was both planned and unplanned CEO succession in organisations and this impacted the transition process and period that took place between the outgoing CEO and the incoming CEO. Planned CEO succession usually arose from the planned CEO retirements and allowed for a long transition period. An unplanned CEO succession arose from the untimely resignation, retirement or death of the existing CEO. This left the newly appointed CEO taking the position with a very short transition period, if at all. Following from the planned and unplanned CEO succession there was found to be a mismatch between the theory of the CEO succession and transition processes and the practice thereof. This seemed to be more evident from a South African perspective as most of the literature on the subject of CEO succession and transition processes was internationally based with very scant South African literature available on the topic. Executive coaching can provide the structure for the incoming CEO to orientate him/herself to the organisational dynamics, setting the vision and strategy for the organisation as well as the effective execution of that strategy. Further, executive coaching can assist the incoming CEO in the personal challenges of leadership, managing people and stakeholders as well as self-doubt and work-life balance that the newly appointed CEO may experience.

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.
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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
“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.
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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). Wits Business School Johannesburg, 2017
The study occurs against a backdrop of the growth of the coaching industry globally as it increases in popularity (Linley, 2006; Filley-Travis & Lane, 2006) particularly in organizational settings, where coaching is increasingly being relied upon as a significant part of learning and development (Joo, 2005). Despite the exponential growth, there is still no recognition of professional status by the state and society at large in the way that other professions are recognised. In 2008 the global coaching convention resolved to explore the feasibility of professionalisation in the different markets. Locating this global discussion on professionalization of coaching in the South African market, this study was conducted to establish the status of this market and to provide an understanding of the factors underlying the professionalization of coaching in South Africa and their respective contribution to the status quo. The study approaches the developments from several perspectives including the sociology of the professions and stakeholder theory. Taking a qualitative research methodology approach, data was obtained from semi-structured interviews with stakeholders and archival data including policies, legislation and websites. The Burrage multi-actor framework (Burrage, Jaraush, & Siegrist, 1990) was used as a guideline for sampling in order to provide a multiple stakeholder perspective. There were different discussion guides for the different stakeholder groupings. In total, there were fourteen interviews conducted. Data was analysed using Atlas software. Findings of the study reveal that the developments in the South African executive coaching industry have not followed the path of traditional professions as described by Willensky (1964). The prevailing position reflects a mixture of traditional and modern characteristics of professionalisation. To a large extent, there was consensus on the issues that are common across all stakeholder groupings, although there was some dissent as these stakeholder groupings have varying motives and positions. There was greater divergence of view within professional associations as a single stakeholder group. Part of this is reflected in the disparate occupational strategies pursued.
MT 2017

Thesis (Ph.D.)--University of the Witwatersrand, Faculty of Commerce, Law and Management, Graduate School of Business Administration, 2017.
Coaching is a young, growing professional practice with its origins in many older established fields of knowledge. There is considerable research into what coaches think about their work and the theories and methods underlining these approaches. However, there is a great deal less research on how the executives or coaching clients experienced the coaching. This research answered the questions from the coached executive perspective by first wanting to know (1) what the lived experience of the coaching executive was; and (2) based on that lived experience, what theory about the coaching process would emerge. This emerged theory would be grounded in evidence from the coachee. A total of 17 clients were involved in the research. While the research had a strong phenomenological underpinning, the method used was that of constructivist grounded theory. There were five key findings with theoretical propositions behind each of the findings. The findings are: (1) Coaching is a response to an unmet need in an individual who lives in a volatile, ever changing world with great complexity. Coaching provided a wellness model that is collaborative, client driven, and adaptable. A primary need in people is to have a sense of well-being and personal meaning in this world. (2) Even though the coaching is a response to a need, the coaching client still needs to be ready to be coached. A client readiness theory with integrated components was developed based on the clients’ lived experience. The interrelationships based on the client’s perceptions were a new contribution. (3) There are several processes in coaching but the key focus of the processes is that they are active and present. The processes also understand the relationship between the ‘being’ and ‘knowing’ of the coach and the ‘doing’ of the coach. The doing covers the active processes but it is the way in which the coach does these processes (the being) that influences their efficacy. (4) The coach needs to be authentic, credible and present. (5) Brain integration leads to deeper self-awareness, well-being and personal meaning. This theory of brain integration is based in Interpersonal Neurobiology, and the nine domains of integration assist in providing an overarching framework in which to position the outcomes of coaching. The contribution was broad in that it looked at all aspects of the coaching process: the coach, the coachee, the process, the outcomes and the context and provided an integrated framework.
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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

The post-modern economy has altered the career landscape – career trajectories are now far more fluid and unpredictable, punctuated by multiple occupational changes, increased job mobility and more frequent and increasingly difficult job transitions. Leaders are frequently ill-prepared for the changing world of work that is progressively dominated by self-managed careers. Taking on a new role is fraught with complexity - for the “chosen one” and for organisations. The implications of successful, failed or derailed job transitions can have strategic and other ramifications for organisations and individuals alike. This study explores the career transition experiences of and the usefulness of career transition executive coaching for eleven individual leaders from various South African organisations. It is a descriptive, explanatory and exploratory qualitative study, employing the systems psychodynamic paradigm, chosen because it focuses on depth psychology and is a developmentally oriented, psycho-educational organisational theory. The study adopted an interpretive stance for understanding leaders’ systemic conscious and unconscious behaviour. The ACIBART model helped to interpret the experiences of leaders in transition. These transitions involve the taking and making of a role, implying the loss which attends leaving a previous role, and adjustment to and being authorised in a new, unfamiliar role, including a liminal period of being “in between”. This inevitably produces an inner drama in which internalised past figures, possibly related to the new role, are brought back to life, and perhaps even amplified in the present. These “unconscious echoes” explain the powerful emotions that frequently attend transitions, especially at the so-called mid-life, and which in turn activate various defence mechanisms. The systems psychodynamic approach to career transition coaching was particularly useful in helping the participants identify personal patterns and link these to their past and thereby develop personal awareness and insight. The “coaching space” thus became a containing, “transitional space” where the participants could safely do the work required to make the adjustment to their new roles. Finally, recommendations to various stakeholders regarding the provision of systems psychodynamic coaching for leaders in career transition are made.
Psychology
D. Phil. (Psychology)

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.

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.
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