Dissertations / Theses on the topic 'Transformative coaching'

Thesis (MPhil) -- Stellenbosch University, 2011.
This research study not only links three important business concepts, namely, leadership development, employee engagement and executive coaching, but is also an important body of research that contributes in a meaningful way to the debate around the role of executive coaching and its impact on leadership effectiveness. It outlines a transformative framework for executive coaching that shows a significant shift in managerial behaviour. This behaviour shift acts as a catalyst for the enhancement of key dimensions of employee engagement. This is an important finding, as the field of professional coaching is undergoing much scrutiny in terms of its return on effectiveness and its ability to accelerate the development of high-potential talent. The reseach findings in this report further serve to reinforce the importance of aligning leadership development, and specifically executive coaching practices, with organisational strategies. The global financial crisis has highlighted the need for organisations to adopt prudent leadership development strategies. The intelligent integration of transformative coaching into talent management practices such as retention, promotion, deployment and development of high-potential leadership, will create the necessary impetus for building sustainble leadership capacity and provide an outstanding return on investment for organisations wherever they might be in their maturity cycle.

Thesis (Ph. D.)--Ohio State University, 2005.
Title from first page of PDF file. Document formatted into pages; contains xi, 292 p.; also includes graphics (some col.) Includes bibliographical references (p. 273-292). Available online via OhioLINK's ETD Center

Professional coaching is a rapidly expanding field with interdisciplinary roots and broad application. However, despite abundant prescriptive literature, research into the process of coaching, and especially life coaching, is minimal. Similarly, although learning is inherently recognised in the process of coaching, and coaching is increasingly being recognised as a means of enhancing teaching and learning, the process of learning in coaching is little understood, and learning theory makes up only a small part of the evidence-based coaching literature. In this grounded theory study of life coaches and their clients, the process of learning in life coaching across a range of coaching models is examined and explained. The findings demonstrate how learning in life coaching emerged as a process of discovering, applying and integrating self-knowledge, which culminated in the development of self. This process occurred through eight key coaching processes shared between coaches and clients and combined a multitude of learning theory.

Background: The transition from trainee to newly-registered (novice) practitioner is regarded as the most stressful and challenging of time of a healthcare professional's career. Community pharmacists are unusual in that they transition into roles where they commonly work as the sole pharmacist, manage a team of support staff and are accountable from day one of professional registration (without any formal support structure), yet little research exists in this area. This study aimed to identify the transition challenges faced by novice community pharmacists and to develop and feasibility test an evidence-based intervention to ease their transitions to independent practitioners. Methods: Medical Research Council guidance for developing complex interventions was used to frame this programme of work. During development, evidence from existing literature and an exploratory nominal group study identified and prioritised the challenges faced by novice community pharmacists. Findings informed the iterative design process for a peer-coaching intervention with the following components; a social media group, one-to-one coaching, a handbook, group activities and weekly clinical/practice scenarios for group discussion. Twelve novice community pharmacists were recruited purposively to participate in the draft intervention, which was evaluated using semi-structured telephone interviews. Results: Twenty-five participants took part in homogenous group discussions consisting of novice community pharmacists, early career pharmacists, pre-registration tutors and pharmacy colleagues. Similarly to challenges reported by novice doctors and nurses, nominal group discussions identified the following challenges [in order of importance]; relationship management; lack of confidence; decision-making; being in charge and accountable; and adapting to the workplace. Relationship management was attributed to novices' lack of affective skills. There were some differences however in the challenges reported by novice community pharmacists, such as power struggles (with managers or pharmacy colleagues), inverse hierarchy, professional isolation, target culture and full immediate accountability. A number of factors perpetuating these differences were perceived to increase the weight of professional accountability and augment stress; the retail community pharmacy context, the relative lack of support and isolation from peers. Hence, the draft intervention focussed on supporting the novice community pharmacist to develop cognitive and affective skills. All participants viewed the social media forum as the most valuable component because it provided a confidential space for reassurance, feedback, and sharing or discussing practice experiences. Participants also valued one-to-one discussions with the coach, which supported meaningful reflection and developing self-awareness. Outcomes reported by all participants included increased self-efficacy, increased confidence in decision-making/managing others, an increased sense of preparedness and the ability to cope during transition. Through group components, novice community pharmacists developed and reported feeling less isolated in the workplace. Conclusions: This novel programme of work revealed the challenges faced by novice community pharmacists during transition. Findings suggest that a lack of affective and cognitive skills, the demands of the job and professional isolation caused novices to experience psychosocial stress and high job strain. A group peer-coaching intervention designed to ease the transitions of novice community pharmacists was reported to be acceptable, feasible and beneficial. Study findings led to some recommendations for transition support interventions: incorporate psychosocial support with developmental activities; provide a supportive learning space for developmental discourse that is accessible facilitated and structured; and offer coaching and supported reflection from an experienced pharmacist coach.

Leadership style can have major consequences for the employees’ work environment and well-being. There are several theories that focus on the positive aspects of leadership styles, such as transformative, coaching, and situational leadership, which constitute the theoretical frameworks for the present study. It has also been recognized that destructive leadership behaviors can have a negative impact on the employees and the organization. The purpose of the present study was to investigate what, according to managers, characterizes constructive leadership and destructive leadership, and whether these characteristics originate in individual or organizational factors. Four managers working in private companies in Stockholm with varying backgrounds and industries were found through snowball selection and were interviewed. Data were analyzed using thematic analysis. The result showed that managers characterize constructive leadership as motivation, communication, self-efficacy, coaching approach, situational adjustment, development opportunities, recruitment, and participation. Destructive leadership was characterized as inefficiency, lack of experience, authority-related issues, micro-management lack of time, and organizational culture. These characteristics were further categorized as follows. The individual factors that were identified for constructive leadership were motivation, communication, self-efficacy, coaching approach, situational adjustment and for destructive leadership are inefficiency, lack of experience, authority-related issues and micro-leadership. The organizational factors that were identified for constructive leadership were development opportunities, recruitment, participation, and for destructive leadership the factors were lack of time and organizational culture. The analysis illustrates leadership as a complex process where knowledge about leadership styles gives great possibility to practicing constructive leadership. At the same time, it must be noted that organizational factors have a major impact on the leaders' ability to apply constructive leadership and, in the worst-case scenario, can result in behaviors leading to destructive leadership. The study is very limited in terms of representativeness since the population was very small and the purpose was explorative.
Ledarskapets utformning kan innebära stora konsekvenser för de anställdas arbetsmiljö och välmående. Det finns flera teorier om ledarskapsstilar som fokuserar på de positiva aspekterna av ledarskap, såsom transformativt, coachande och situationsanpassat ledarskapsstil, vilka utgör teoretisk ram för denna uppsats. Det har även uppmärksammats att destruktiva ledarbeteenden kan ha en negativ inverkan på de anställda och organisationen. Syftet med denna studie var att undersöka vad chefer anser orsakar ett konstruktivt respektive destruktivt ledarskap samt vilka av dessa orsaker anser chefer härstammar i individuella respektive organisatoriska faktorer. Första frågeställningen var; vad anser chefer kännetecknar ett konstruktivt respektive destruktivt ledarskap? Den andra frågeställningen var; vilka av dessa kännetecken anser chefer härstammar i individuella respektive organisatoriska faktorer? Fyra stycken chefer inom privata företag i Stockholm med varierande bakgrund och bransch hittades genom snöbollsurval och intervjuades. Data analyserades med tematisk analys. Resultatet visade att chefer anser att konstruktivt ledarskap kännetecknas av motivation, kommunikation, självbestämmelse, coachande förhållningssätt, situationsanpassning, utvecklingsmöjligheter, rekrytering, delaktighet och destruktivt ledarskap kännetecknas av ineffektivitet, erfarenhetsbrist, auktoritetsproblematik, mikroledarskap tidsbrist och bristande organisationskultur. Dessa faktorer delas upp i individuella och organisatoriska faktorer enligt följande. Individuella faktorer som identifierades för konstruktivt ledarskap var motivation, kommunikation, självbestämmelse, coachande förhållningssätt och situationsanpassning. För destruktivt ledarskap identifierades ineffektivitet, erfarenhetsbrist, auktoritetsproblematik och mikroledarskap som individuella faktorer. De organisatoriska faktorer som identifierades för konstruktivt ledarskap var utvecklingsmöjligheter, rekrytering, delaktighet och för destruktivt ledarskap identifierades faktorerna tidsbrist och organisationskultur. Analysen åskådliggör ledarskapet som en komplex process där kunskap kring ledarskapsstilar ger stor fördel för tillämpning av ett konstruktivt ledarskap. Samtidigt måste det uppmärksammas att organisatoriska faktorer har storpåverkan på ledarnas möjlighet till tillämpning av ett konstruktivt ledarskap och kan i värsta fall resultera i beteenden som leder till destruktivt ledarskap. Studien är kraftigt begränsat i termer av representativitet då urvalet var mycket litet och syftet var explorativt.

Föreliggande studie undersöker de fem förbundskaptener som verkar i flick- (F16, F17 och F19), ungdoms- (U23) och damlandslaget i fotboll. Syftet med undersökningen är att skaffa sig kunskap om deras uppfattning om coaching och ledarskap samt undersöka hur förbundskaptenerna coachar och leder under landslagssamlingarna.  Metoderna är intervjuer samt observationer vid matcher och träningar hos samtliga aktuella landslag. Undersökningen har tagit del av Svenska fotbollförbundets tre styrdokument för utbildning av flick-, ungdoms-, och damspelare på landslagsnivå, Spelarutbildningsplan från F15 till A-landslag (2010), Arbetssätt och roller, från F15-U20 (2013) samt Spelarutbildningsplan 2013. Förbundskaptenerna anger att de är formade av sina första år inom idrotten. De har samtliga en lång fotbollskarriär som spelare och tränare. Ledarskapet utgår från spelarnas delaktighet och inflytande. Delaktighet, nyfikenhet och aktivitet är nyckelord för spelarna. Förbundskaptenerna arbetar med ett coachande förhållningssätt och ledarskap där strävan är att spelarna motiveras till egna problemlösningar och beslut. Mål sätts av spelare och ledare tillsammans utifrån de resurser som finns. Förbundskaptenernas uppgift är att skapa förutsättningar för att uppnå målen. Förbundskaptenerna ställer frågor och finns med som stöd, utbildare, guider och utvecklare med syfte att ge spelarna förutsättningar att nå uppsatta mål. Arbetssättet skiljer sig mellan träning och match. Vid match använder ledarna ett mer auktoritärt ledarskap och spelarnas möjligheter till egna beslut minskar.
The present study examines the five national coaches operating in girls’ team (F16, F17 and F19), Youth team (U23) and the national team in women's soccer. The purpose of the survey is to obtain knowledge about their perceptions of coaching and leadership and to explore how head coaches were coaching and leading teams during the collections. The methods are interviews and observations during matches and training sessions by all the present national team. The study has noted Swedish Football Association three policy documents for education of girls, youth, and women players at the national team level, Player program from F15 to A-national team (2010), Operation and roles, from F15-U20 (2013) and Player Study 2013.    Coach lights indicate that they are shaped by their first years in the sport. They all have a long soccer career as a player and coach. Leadership starts from the players' participation and influence. Participation, curiosity and activity are key words for the players. Coaches are working with a coaching approach and leadership with the purpose being that the players motivated for their own solutions to problems and decisions. Goals are set by players and officials together on the resources that are available. Coach's task is to create conditions for achieving the objectives. Coaches are asking questions and are there as support, trainers, guides and developers aiming to give players opportunities to reach their goals. The approach differs between training and matches. During the match, the leaders use a more authoritarian leadership and players' ability to reduce their own decisions.

Med utgångspunkt i det transformativa ledarskapet (TFL) och Positive Youth Development (PYD) är syftet med studien att undersöka hur tränare för äldre ungdomslag arbetar för en inkluderande verksamhet där ungdomar får göra sin röst hörd. Det finns ett antagande som säger att organiserad idrott utvecklar ungdomar positivt. Tidigare forskning ifrågasätter detta antagande och menar i stället attidrotten har potential att generera en positiv utveckling för ungdomar men det sker inte automatiskt. Tidigare genomförda studier visar att det finns en utmaning för äldre elitsatsande ungdomslag att kombinera viljan att vinna matcher med att skapa en miljö för positiv utveckling för idrottande ungdomar. Tränarens betydelse har visat sig vara avgörande och TFL anses vara en optimal ledarstil för att idrottande ungdomar ska kunna utvecklas på ett personligt plan i kombination med en idrottslig utveckling. Genom att, ur ett socialkonstruktivistiskt perspektiv, studera tränares upplevda transformativa beteenden skapades en större förståelse för ledarskapet i en elitsatsande verksamhet. Semistrukturerade intervjuer genomfördes med sju tränare för sex ungdomslag (tre pojk- och tre flicklag) i fotboll och analyserades med hjälp av meningskoncentrering. Ungdomarnas ålder var 17 år. Resultatet visar att de intervjuade tränarna besitter den intra- och interpersonella kunskap som, tillsammans med en professionell kunskap, definierar en effektiv tränare för ungdomslag. De intervjuade tränarna påvisar önskvärda transformativa beteenden i form av förmågan att vara en förebild för ungdomarna, att kunna inspirera och motivera dem, att ge dem möjlighet att uttrycka sina åsikter samt att uppmärksamma enskilda individer. Dock visar sig dessa beteenden endast i en mer implicit form. För att kunna synliggöra dessa önskvärda beteenden behöver det lyftas fram som explicita kunskaper i både tränar- och ledarskapsutbildningar inom idrotten. Framtida forskning bör inkludera de aktiva ungdomarna som målgrupp

Samhället förändras med nya utmaningar. Detta skapa behovet för att organisationer ökar takten för att möta förändringen. Det innebär att arbetssätt och standardisering, kan bidrag till verksamhetsutveckling. Uppsatsen därmed undersökte and presenterade resultat som kan hjälpa ledare i olika organisationer att förstå ledarskaps betydelse för ständiga förbättringar både internt och med andra organisationer. Studien som genomfördes på LBS Kreativa gymnasiet med intervju, enkät, observation och dokumentanalys som datainsamlingsverktyg, visade att skolan/organisationen, med hjälp av relations-baserat ledarskap, arbetar med transparens och öppenhet. Detta arbetssätt har bidragit till en förändrade arbetskultur och dokumenterade organisationens arbete med ständiga förbättringar. I fortsättningsvis, visade sig att lärarna, vårdnadshavare och leverantör är nöjda. Resultat visade också att samarbetet mellan skolan och sin leverantör inte var en återkommande punkt i skolans systematiska kvalitetsarbeten
The changes experienced in society presents challenges that demands for reciprocal approach on continuous improvement within organizations. This entails fashioning work ways and standards that can adapt to these changes; a task that leaders or prospective leaders should be conversant with. Thus, this study investigates and present results that could assist leaders in understanding the importance of their engagement in continuous improvement as well as the relationship with partners. Investigation through means of interview, survey, observation and documents analysis were conducted at LBS Creative Senior High School (LBS Kreativa Gymnasiet). The research presented description of how the school through its various leaders work consistently with improving the school and its students. The result showed that the school, through relational leadership perspective operates with transparency, openness and the engagement of teaching and non-teaching staffs, which have enabled the transformation of work-culture to one that is consistence with improvement. The result also showed that the transformation has contributed to satisfaction as experienced by teachers, parents/guardians and partners, however partnership with companies was based on an order-deliver relationship and thus was not necessary to be part of the school’s continuous improvement plan.

2018-06-27

Bakgrunden till denna studien tar avstamp i de ständigt ökade regleringarna inom den finansiella sektorn, särskilt inom bank och försäkring. Denna sektor har upplevt tyngre regleringar sedan Enron skandalen 2001 vilket kulminerade till Sarbanes-Oxley Act 2002, som fortfarande är aktivt reglerad idag. Under 2018 tillkom två nya regleringar som trädde i kraft för den svenska finansiella sektorn, nämligen “Markets in Financial Instruments Directive II” (MiFID II) och Lagen (2018:1219) om Försäkringsdistribution (LFD). Dessa tillkomna regleringar kan ha en inverkan på chefer och deras ledarskap på verksamheter inom bank och försäkring. Syftet med denna studie är att illustrera potentiella indikatorer om, och hur, nya finansiella regleringar kan inverka på chefers ledarskap. Studien har därav ämnat sig till att använda transaktionell respektive transformativ ledarskapsteori för att tolka och analysera tio chefers upplevelser av de ökade regleringarna. Den empiriska data som har samlats in från en organisation, verksam inom bank- och försäkring, indikerar på att regleringarna kan ha påtagliga effekter på chefers ledarskap. Cheferna återgav ett ökat bruk av transaktionellt ledarskap genom direkt kontroll. Detta då de behövde säkerställa om medarbetarna efterlevde de nya regleringarna. Några av cheferna uttryckte framträdande förändringar i ledarskapet efter att de nya regleringarna trätt i kraft. Detta resulterade i ett mer kontrollerande och transaktionellt ledarskap, då den större delen av tiden spenderades på kontroller och lämnade således mindre utrymme för det transformativa ledarskapet. Vid införandet av en administrativ roll avlastades stora delar av det administrativa arbetet för cheferna, så de återigen kunde återvända till deras tidigare utövade ledarskap. Studien konkluderar att det finns indikationer på att regleringar kan påverka chefers ledarskap men kan till stor del bero på hur verksamheten väljer att delegera det administrativa arbetet. Det finns även indikationer som visar att nya regleringar kan gynna vissa ledarskapsstilar. Vid ökade kontroller indikerar det, som ovannämnt, ett ökat bruk av direkt kontroll, ett typiskt drag hos det transaktionella ledarskapet. Å andra sidan indikerar avskaffandet av kontingentbelöningar inom försäljning, ett ökat användande av ett transformativt ledarskap.
The background of this study originates in the expanding regulation of the financial sector, specifically within the banking and insurance business. This sector has experienced heavier regulations since the Enron scandal in 2001 which culminated in the Sarbanes-Oxley Act of 2002, and is still being actively regulated today. During 2018, two new regulatory frameworks were added to the Swedish financial sector, namely Markets in Financial Instruments Directive II (MiFID II) and the Insurance Distribution Directive (IDD). This, and any other new addition to the legal framework, may affect managers and their leadership within an organization which operates within the banking and insurance business. The purpose of this study is to illustrate how new financial regulations may affect managers’ leadership. The study has therefore employed the use of transactional and transformative leadership theory to analyze ten managers’ personal experiences of the increased regulatory framework. The empirical data gathered from an organization currently operational within the banking and insurance sector suggest that regulations may have tangible effects on the managers employed there. The managers reported an increased use of direct control, whereby they would examine if their subordinates were compliant with the new regulations or not. Some of the managers expressed significant alterations in their leadership when the new frameworks were first introduced which resulted in a more controlling and transactional leadership, as most of their time was spent assuring employee compliance. However, upon the implementation of an administrative role that relieved the managers of most of the compliance control, they could once more return to their favored leadership style. The study concludes that there are indications of the regulations affecting managers’ leadership but that it’s heavily dependent on how an organization chooses to delegate the compliance work. There are also certain indications that the nature of new regulations could favor certain leadership styles. An increase in compliance work also suggests an increase in the use of direct control, a common trait in transactional leadership. On the other hand, the abolishment of contingent rewards for sales indicates an increase use of transformational leadership.

The postmodern organisation and its leaders are faced with relentless turbulence and change and a compelling economic drive for success. The recent exponential rise in the popularity of coaching can be ascribed to the business need for the development of leadership bench-strength. Appreciative inquiry (AI) claims to be a source of untapped strength for organisations in the postmodern world and a source of sustainable solutions and genesis for energy. However, the scarcity of evidence of coaching linked to a postmodern stance, incorporating AI principles, as well as using group-based coaching methods, provided an opportunity for this study to respond to the challenges and contribute to the theory and practice of leadership coaching in the organisational setting by investigating the transformative effects of a postmodern group-based leadership coaching programme (LCP) on leaders’ personal and professional perspectives. The premises suggest that postmodern group-based coaching is a practical and cost-effective methodology in multi-cultural international organisations. Furthermore, postmodern coaching in groups can transform the personal and professional perspectives of leaders, specifically in transforming future plans, goal-directedness, confidence, resilience, hope, subjective well-being and empowerment as a leader, as well as broadening life outlooks. Key transformative themes were identified: self-knowledge, appreciation of others, broader vision, self-control and work-life integration. This applied study has made a valuable contribution to the body of research in the area of postmodern and group-based coaching. Replication of the study in other industries, setting and with different levels of leadership, training of postmodern coaches and robust follow-up coaching were identified as opportunities for further exploration.
Industrial & Organisational Psychology
D.Lit. et Phil. (Industrial Psychology)

O trabalho desenvolvido neste Projeto de Tese visa propor uma formação anual de dois dias em liderança, que conta com o Mindfulness como ferramenta no desenvlvimento de uma maior solidez na liderança para que esta se torne mais motivacional. O projeto apresentado conta com o Mindfulness como nova ferramenta de desenvolvimento. Mindfulness é o nome dado à habilidade de estar presente e consciente no momento, permitindo responder da melhor forma perante diversas possibilidades emocionais, lógicas e racionais. Este projeto compõe uma perspetiva de liderança focada na capacidade de motivar que, através do Mindfulness, poderá ser desenvolvida. A pesquisa teórica que suporta este plano, resultou em 4 competências essenciais para desenvolver esta capacidade de motivar: inteligência emocional, empatia, capacidade de comunicação e presença. Assim, proponho o Mindfulness como base de um serviço inovativo no mercado português. Este serviço terá o nome de Tranformative Immersion Weekend. É importante mencionar que este Projeto, de momento, trata-se de uma proposta. Assim, alguns dados logísticos constituem uma simulação para procurar verificar a viabilidade do projeto.
The work developed in this Thesis Project aims to propose an annually leadership training based on a motivational leadership with Mindfulness as a development tool. The project presented is based on take Mindfulness as a new approach of development. Mindfulness, the ability to be present in the moment and consciously able to choose the best response out of a number of emotional possibilities, represents the innovative factor of this financial plan. This project composes a leadership perspective, taking into account the ability to motivate people, that can be developed with Mindfulness. Based on an intensive research, I concluded that there are 4 fundamental skills in growing motivation in others: emotional intelligence, empathy, communication and presence. Therefore, I propose Mindfulness as a basis of an innovative service in the Portuguese market. This service will be called Transformative Immersion Weekend. It is important to mention this thesis deals with an Innovative Business Project where all informational and logistical data related to the planning constitute a simulation, which aims to verify the viability of the project realization.

A presente investigação pretende apurar a validade da aplicação do Eneagrama em processos de Executive Coaching orientados para gestores em funções de liderança como método facilitador do incremento dos níveis de Inteligência Emocional e de lideranças mais eficazes. O Executive Coaching é um processo que visa dotar os profissionais de competências que lhes permitam ser inovadores na abordagem dos problemas, na definição de diagnósticos e na construção de soluções arrojadas que possibilitem desempenhos de nível superior. O Eneagrama é um sistema de autoconhecimento e transformação pessoal que descreve os nove estilos de personalidade da natureza humana e as suas complexas inter-relações. Aplicado como metodologia, permite ao profissional conhecer-se mais aprofundadamente, compreender os mecanismos da sua personalidade e o padrão geral do seu comportamento perante determinados estímulos e circunstâncias. Garante também orientação necessária para se poder intervir ao nível desses mecanismos, alterando-os, modificando crenças, hábitos e comportamentos que impeçam o acesso ao potencial do qual por norma o profissional não consegue fazer uso. Por fim, o Eneagrama constitui a forma mais poderosa para desenvolver a Inteligência Emocional, ao viabilizar insights significativos que podem aplicar-se em ambos os domínios pessoal e profissional. Dado o papel preponderante que a Inteligência Emocional assume como variável determinante no eficaz desempenho de funções de liderança, pretendeu-se investigar em que medida se pode estabelecer com razoabilidade uma relação causa efeito entre Executive Coaching com Eneagrama e Inteligência Emocional para o incremento de determinadas competências emocionais e o exercício de lideranças mais eficazes.
To ascertain the importance of applying Executive Coaching processes in the managing area resorting to the Enneagram system as a methodology is this investigation’s intent. The final objective is of increasing Emotional Intelligence’s competences and to obtain more efficient professionals and leaders. Executive Coaching is employed as a process to bring professionals the needed competencies that allow them to be leading-edged when dealing with problems. It plays an important role when helping the executive to define diagnoses and to attain new answers in order to achieve higher leveled performances. The Enneagram is a system that offers self knowledge and personal transformation, defining nine personality types and their complex interrelations. Applied as a methodology, the Enneagram allows the professional to grow a greater awareness and to recognize his behavior patterns when facing diverse stimuli and circumstances. It also assures the needed orientation so that the executive may interfere on these mechanisms’ level by changing them, altering his beliefs, habits and behaviors that may prevent him from accessing the potential he usually can´t practice. The Enneagram is also the most powerful way to develop Emotional Intelligence by bringing meaningful insights which can be applied in both personal and professional spectrums. Presently, Emotional Intelligence is assumed as a commanding element in the performance of leadership roles. In this investigation it has been intended to ascertain the measure of a reasonable cause effect relation between Executive Coaching with the Enneagram system and emotional competencies’ development and, thus, highly effective leaderships, the desired outcome.

Thesis (M.M. (Business Executive Coaching))--University of the Witwatersrand, Faculty of Commerce, Law and Management, Wits Business School, 2017
The body of knowledge on transformation is growing and previous researchers have set a foundation by focusing on different aspects of B-BBEE and legislative redress. Scientific research on coaching as a tool to facilitate legislative redress is emerging. The objective of the research was to add to the emerging body of knowledge and uncover how South African businesses approach transformation, what processes and resources they use and what best practices are applied and if opportunities existed to introduce new concepts and frameworks, such as Coaching. The study used qualitative research methodology. Semi-structured interviews were conducted with two employees in four different organisations, four technical signatories in two verification agencies and four B-BBEE consultants. The organisations who participated in the research qualified as level, one, two and three contributors to B-BBEE. It was assumed that the B-BBEE level would indicate the extent of transformation in the organisations. Transformation in South Africa remains a contentious issue for business and employee responses to redress range from positive to negative. Organisations have been slow to respond to the people aspects of transformation. From the research, it was evident that organisations, verification agencies and consultants interchanged B-BBEE and transformation, implying that in South Africa, the concepts were similar, if not the same. Organisations’ responses to B-BBEE were still very reactive and at the time of the interviews, the respondents all expressed varying levels of concern to the gazetting of the amended B-BBEE Codes of Good Practice. The view held, was that the amended codes would require organisations to take a more strategic view of transformation. Only one of the four organisations interviewed confirmed that they had a transformation strategy. As for the other organisations, the strategies could be described as emerging Best practice is beginning to emerge and on some elements of the scorecard, improvements can be seen as organisations adapt approaches to yield a return on investment. Coaching as a resource to facilitate transformation was approached with caution even though the respondents recognised that third party interventions were necessary. The research builds a case for coaching as a tool to embed learning and development as organisations shift from a tactical response to B-BBEE to a more progressive or authentic goal.
MT2017