The context of the study is post-apartheid South Africa, where blacks were excluded from participating in corporate and entrepreneurial participation. Black empowerment initiatives relating to black management in the private corporate space are not yielding the results envisioned by the South African government, summarises Sazi Ndwandwa in his dissertation’s extract, Perception that black African executives have of coaching as a tool to empower them towards business and career success.
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.