Professional status of executive coaching: a study of the South African market (original) (raw)
Related papers
2004
The knowledge base of coach-specific research detailing theories, techniques and outcomes of coaching is growing annually. However, little is known about coaches themselves. This paper reports on a large scale survey of coaches. A total of 2,529 coaches responded to an online survey conducted in 2003 amongst International Coach Federation (ICF) members. Data on credentialing, prior professional background, and current coach practice were collected. The coaches in this study had overwhelmingly graduated from or have been enrolled in a coach training program and virtually all had come to professional coaching from a prior professional background. In addition, data on coach demographics, coaching process and demographics were collected. This paper reports in detail on these findings, and makes suggestions for future research directions.
Executive coaching across cultures: perceptions of black and white South African leaders
2017
ion valued as a thinking tool Knowledge gained through formal courses Structure Hierarchy valued as a norm Aiming for equality assumed as universal value Success Co-operation encouraged Success seen as a group goal Success relates to harmony / humility Competitiveness encouraged Success seen as individual achievement Conflict & critique leads to achievement Managing conflict Collective decision-making, practical Trading, arguing from principles Importance of place Value place-based community Freedom of location Expect to move often, as part of individual achievement Freedom of action Collective, freedom available through community & support Individual, unconstrained by relationships Progress Up and down, circular; consultative Linear, continuing; time efficient
Ndwandwa, S. A. , 2020
The context of the study is post-apartheid South Africa, where blacks were excluded from participating in corporate and entrepreneurial spaces. Black empowerment initiatives relating to black management in the private corporate space are not yielding the results envisioned by the South African government. One of the reasons is a lack of mentoring and coaching for small businesses and for black executives. This study sought to establish the impression that black African executives have of coaching as a tool that can empower them in order to positively contribute towards black empowerment through any benefits that they may derive from such coaching. The research was performed using a qualitative research methodology. Data was gathered from 13 participants who had executive decision-making responsibilities either within an established corporate structure or in their own businesses (entrepreneurs) for at least two years. The data was collected using semi-structured, face-to-face interviews. Ten of the participants had received coaching. Thematic analysis was performed on the data in order to gain insights for the purposes of the research. The research has revealed four major themes relating to the value that black executives feel can be gained from coaching which include thinking and advice; personal development; organisational growth and other benefits to society at large. The research also revealed what the black executives felt were success factors critical to coaching; these are the coaching relationship and the measurability and sustainability of relevant coaching benefits. The study participants felt that everyone should receive coaching, especially when they have leadership responsibilities. The study also seemed to suggest that most executives only realise the value of coaching once they have experienced it; though many know about it and can speak (theoretically) about its benefits, they do not seem to prioritise initiating the process of taking on the services of an executive coach. It is only when they experience successful coaching that they come to appreciate the value not only for the professional lives, but also in their personal lives and relationships. When coaching adds value to the executive, the relationship may extend years beyond the previously intended period or coaching objective(s). In addition to executives fully appreciating the value of coaching after having received it, the study reveals that most of the participants who received coaching were sponsored by their corporate employers, at the time. Further research could be conducted on a larger scope relating to the same sample group (black African executives) for team coaching, from the coach’s perspective and also looking specifically within the public sector. As part of the concluding chapter, the researcher also details the recommendations, conclusions and limitations of the study.
The case for an executive coaching model for private healthcare in South Africa
2009
With 27 years experience in both the public and private sector working with strategic human resource management, project management, policy and business process re-engineering. Registered with the International Coaching Federation (ICF) and the Coaching and Mentoring Society of South Africa (COMENSA) as an Executive Coach. Augusta combines strong leadership abilities with exceptional inter-personal skills. Her approach is project based, client and outcomes focussed. Financial and human resources are constantly aligned to both strategic and operational plans. She has extensive experience in facilitation and negotiation both at corporate and national levels. She is a skilled business person having profitably run her own consultancy as a personal development venture for 10 years. She has managed teams ranging in size from five (5) professionals to 1200 professionals. The Hospital General Manager of the Netcare Flagship and multi-award winning 464 bed St Augustine’s Hospital in Durban, ...
Coaching: An International Journal of Theory, Research and Practice. 4(1) 4-19. , 2011
The term ‘profession’ derives from the Latin word ‘profiteor’ meaning to profess. Professionalisation, is the process whereby a gainful activity moves from the status of ‘occupation’ to the status of ‘profession’. Claims for professional status and the emergence of standards and awards are typical of the journey that occupations make (or attempt to make) towards professionalisation. However, some occupations fall short of the mark or, at best, become semi-professions with shorter training, less specialised knowledge; and more societal (state) control. If coaching is to become a profession it must adopt criteria such as the development of an agreed and unified body of knowledge, professional standards and qualifications, and codes of ethics and behaviour. While some of these are already completed or in development, the continuation of a multiplicity (and growing) number of coaching associations suggests that the pathway of coaching to professionalisation may be at best bumpy, and at worst derailed.
Business Coaching for Managers and Organizations
2009
""Chapter 1: What this book is about What can I get out of coaching? Who is this book for? Description of each chapter Chapter 2: Do I need a coach? So, what is coaching? Who is coaching and being coached? Types of coaching • Executive/corporate coaching • Leadership coaching • Performance/skills coaching • Small business coaching • Career/transition coaching • Personal/Life coaching Coaching delivery Coaching relationships Do I need a coach or a counsellor? Key points Chapter 3: From the many to the few – making a shortlist Finding a coach: internal or external? Internal External • Local media • Using the internet • Search engines • Coaching referral services • Coaching warehouses • Networking events • Word of mouth Drawing up a shortlist Key points Chapter 4: Interviewing and selection criteria Coaching experience Business experience Qualifications Coaching processes • Contracting • Psychological assessments • Setting tasks • Using tools and techniques • Evaluating progress • Making referrals • Terminating the relationship Coaching methodologies • Psychotherapy • NLP coaching • Gestalt coaching • Cognitive behaviour therapy • Business coaching Ethics and boundaries Supervision Insurance Key points Chapter 5: Contracts and Agreements Contract elements • Objectives • Timescales • Meeting logistics • Coaching approach • Resources • Checkpoints • Responsibilities • Exclusions • Risks • Payment • Termination • Insurance • Confidentiality • Evaluation The coaching agreement What if it all goes wrong? Key points Chapter 6: How am I doing? Evaluating progress Why evaluate coaching? What do I need to check on? Who is involved in evaluation? When to evaluate The tools of coaching evaluation Being reflective Moving on or calling a halt? Key points Chapter 7: Recruiting a coaching faculty The recruitment process • Issue tender • Briefing session • Applications • Short listing Filtering Matching • Coaching database • Speed dating Key points Appendix 1 A Directory of Coaching Organisations Appendix 2 Coaching Qualifications • Example of qualifications provided by Universities • Examples of qualifications from private providers ""
The global initiatives in the coaching field
Coaching: An International Journal of Theory, Research and Practice, 2009
ABSTRACT The escalating demand for coaching worldwide has motivated practitioners, consumers and educators of coaching to advocate professionalisation of the industry to safeguard quality, effectiveness and ethical integrity. The potential benefit to coaching of professional status has led to an interest in consultative dialogue, such as the Global Convention on Coaching (GCC) and the International Coaching Research Forum (ICRF). The formal GCC began in July 2007 in New York, culminating in Dublin in 2008, with the presentation and discussion of white papers related to the advancement of the discipline. The Dublin Declaration on Coaching recommends establishment of a common understanding of the profession through shared codes of ethics, standards of practice and educational guidelines; acknowledgement of the multi-disciplinary roots and nature of coaching; and moving beyond self-interest to address core critical areas in on-going consultative dialogue. In September 2008, the ICRF, consisting of internationally recognised researchers, coaching professionals and other stakeholders met at Harvard to produce research proposal outlines to advance coaching as an evidence-based discipline. The GCC and ICRF have initiated a process that is seeking to clarify what coaching is, to measure and study its effectiveness, and to identify what role practitioners, academics and other stakeholders have to play. This article examines the achievements of the GCC in some detail, with an overview of the ICRF. However, coaching is a fair distance from becoming a profession, and there is a question mark as to whether it will become a full-blown profession. The challenge for stakeholders in the global coaching community is to let go of power, control and territoriality in order to collaborate and share their ideas, expertise and research to advance a more disciplined and rigorous field.
Coaching is a collection of persons engaged in an employment that require some degree of knowledge and learning, with a unique services with which its members practices, serve and render to the society, the acceptance of responsibility for the actions they do, the realization of its members that their service to the society is not for mere economic rewards and an organization that controls and reflects the functions of its members This paper presents the generally accepted norm that coaching as a profession uses theory and application of scientific principles that is based on the work of professionals guided by a code of ethics. Conclusively coaching profession is an art of dealing with the most complex thing on earth, human being each with his/her own hope, dreams and goals in life.