African organisational coaching practice : exploring approaches used, and the factors influencing coaches' fees
Purpose: More context-specific research regarding the praxis of organisational coaching was needed for increased understanding of this emerging profession. Whilst progress was being made internationally, African coaching practice research was sparse, leading to potentially false assumptions about lo...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Terblanche, Nicky [verfasserIn] Passmore, Jonathan [verfasserIn] Myburgh, Jacques [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2021 |
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| Rechteinformationen: |
Open Access Namensnennung 4.0 International ; CC BY 4.0 |
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| Schlagwörter: |
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| Übergeordnetes Werk: |
Enthalten in: South African journal of business management - Cape Town : African Online Scientific Information Systems, 1979, 52(2021), 1, Artikel-ID a2395, Seite 1-7 |
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| Übergeordnetes Werk: |
volume:52 ; year:2021 ; number:1 ; elocationid:a2395 ; pages:1-7 |
| Links: |
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| DOI / URN: |
10.4102/sajbm.v52i1.2395 |
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1766782930 |
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| 520 | |a Purpose: More context-specific research regarding the praxis of organisational coaching was needed for increased understanding of this emerging profession. Whilst progress was being made internationally, African coaching practice research was sparse, leading to potentially false assumptions about local praxis based on international trends. The aim of this research was to gain a context-specific perspective on the coaching approaches used by organisational coaches in Africa and the factors that influence the rates they charge. Design/methodology/approach: Snowball sampling was used to collect survey data from organisational coaches practicing in Africa (n = 299). Data were analysed using descriptive and inferential statistics. Findings/results: Organisational coaches in Africa predominantly use the Behavioural or Goal-focussed or GROW approach, but employ more sophisticated approaches in more complex situations. They charge a mean rate of R1761 ($1041) per hour (R1573 [$93] in South Africa) with higher qualified, more experienced and older coaches charging a higher rate. Receiving supervision plays no role in rates charged; however, belonging to a coaching body correlates to higher rates. Male and female coaches charge similar rates, suggesting a level of gender equality in the African coaching profession. Practical implications: Organisational coaches should ensure they have a wide repertoire of approaches to cater for the complexity of organisational situations. Coaches could increase their rates by obtaining high quality coaching education and join coaching regulatory bodies. Coaches in Africa could expand their market internationally given that they charge significantly lower rates, especially given the acceptance of virtual coaching in recent times. Originality/value: This is the first study to our knowledge that investigates pan-African coaching praxis. | ||
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10.4102/sajbm.v52i1.2395 doi (DE-627)1766782930 (DE-599)KXP1766782930 DE-627 ger DE-627 rda eng Terblanche, Nicky verfasserin aut African organisational coaching practice exploring approaches used, and the factors influencing coaches' fees Nicky Terblanche, Jonathan Passmore, Jacques Myburgh 2021 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Purpose: More context-specific research regarding the praxis of organisational coaching was needed for increased understanding of this emerging profession. Whilst progress was being made internationally, African coaching practice research was sparse, leading to potentially false assumptions about local praxis based on international trends. The aim of this research was to gain a context-specific perspective on the coaching approaches used by organisational coaches in Africa and the factors that influence the rates they charge. Design/methodology/approach: Snowball sampling was used to collect survey data from organisational coaches practicing in Africa (n = 299). Data were analysed using descriptive and inferential statistics. Findings/results: Organisational coaches in Africa predominantly use the Behavioural or Goal-focussed or GROW approach, but employ more sophisticated approaches in more complex situations. They charge a mean rate of R1761 ($1041) per hour (R1573 [$93] in South Africa) with higher qualified, more experienced and older coaches charging a higher rate. Receiving supervision plays no role in rates charged; however, belonging to a coaching body correlates to higher rates. Male and female coaches charge similar rates, suggesting a level of gender equality in the African coaching profession. Practical implications: Organisational coaches should ensure they have a wide repertoire of approaches to cater for the complexity of organisational situations. Coaches could increase their rates by obtaining high quality coaching education and join coaching regulatory bodies. Coaches in Africa could expand their market internationally given that they charge significantly lower rates, especially given the acceptance of virtual coaching in recent times. Originality/value: This is the first study to our knowledge that investigates pan-African coaching praxis. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ organisational coaching (dpeaa)DE-206 executive coaching (dpeaa)DE-206 African coaching (dpeaa)DE-206 coaches in Africa (dpeaa)DE-206 coaching practice (dpeaa)DE-206 coaching rates (dpeaa)DE-206 coaching fees (dpeaa)DE-206 coaching approaches (dpeaa)DE-206 Passmore, Jonathan verfasserin (DE-588)1112333711 (DE-627)866398945 (DE-576)282704019 aut Myburgh, Jacques verfasserin aut Enthalten in South African journal of business management Cape Town : African Online Scientific Information Systems, 1979 52(2021), 1, Artikel-ID a2395, Seite 1-7 Online-Ressource (DE-627)34135659X (DE-600)2068390-X (DE-576)273897276 2078-5976 nnns volume:52 year:2021 number:1 elocationid:a2395 pages:1-7 https://sajbm.org/index.php/sajbm/article/download/2395/1765 Verlag kostenfrei https://doi.org/10.4102/sajbm.v52i1.2395 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2472 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 52 2021 1 a2395 1-7 26 01 0206 3967889629 x1z 13-08-21 2403 01 DE-LFER 3984356382 00 --%%-- --%%-- n --%%-- l01 05-10-21 2403 01 DE-LFER https://doi.org/10.4102/sajbm.v52i1.2395 2403 01 DE-LFER https://sajbm.org/index.php/sajbm/article/download/2395/1765 |
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10.4102/sajbm.v52i1.2395 doi (DE-627)1766782930 (DE-599)KXP1766782930 DE-627 ger DE-627 rda eng Terblanche, Nicky verfasserin aut African organisational coaching practice exploring approaches used, and the factors influencing coaches' fees Nicky Terblanche, Jonathan Passmore, Jacques Myburgh 2021 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Purpose: More context-specific research regarding the praxis of organisational coaching was needed for increased understanding of this emerging profession. Whilst progress was being made internationally, African coaching practice research was sparse, leading to potentially false assumptions about local praxis based on international trends. The aim of this research was to gain a context-specific perspective on the coaching approaches used by organisational coaches in Africa and the factors that influence the rates they charge. Design/methodology/approach: Snowball sampling was used to collect survey data from organisational coaches practicing in Africa (n = 299). Data were analysed using descriptive and inferential statistics. Findings/results: Organisational coaches in Africa predominantly use the Behavioural or Goal-focussed or GROW approach, but employ more sophisticated approaches in more complex situations. They charge a mean rate of R1761 ($1041) per hour (R1573 [$93] in South Africa) with higher qualified, more experienced and older coaches charging a higher rate. Receiving supervision plays no role in rates charged; however, belonging to a coaching body correlates to higher rates. Male and female coaches charge similar rates, suggesting a level of gender equality in the African coaching profession. Practical implications: Organisational coaches should ensure they have a wide repertoire of approaches to cater for the complexity of organisational situations. Coaches could increase their rates by obtaining high quality coaching education and join coaching regulatory bodies. Coaches in Africa could expand their market internationally given that they charge significantly lower rates, especially given the acceptance of virtual coaching in recent times. Originality/value: This is the first study to our knowledge that investigates pan-African coaching praxis. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ organisational coaching (dpeaa)DE-206 executive coaching (dpeaa)DE-206 African coaching (dpeaa)DE-206 coaches in Africa (dpeaa)DE-206 coaching practice (dpeaa)DE-206 coaching rates (dpeaa)DE-206 coaching fees (dpeaa)DE-206 coaching approaches (dpeaa)DE-206 Passmore, Jonathan verfasserin (DE-588)1112333711 (DE-627)866398945 (DE-576)282704019 aut Myburgh, Jacques verfasserin aut Enthalten in South African journal of business management Cape Town : African Online Scientific Information Systems, 1979 52(2021), 1, Artikel-ID a2395, Seite 1-7 Online-Ressource (DE-627)34135659X (DE-600)2068390-X (DE-576)273897276 2078-5976 nnns volume:52 year:2021 number:1 elocationid:a2395 pages:1-7 https://sajbm.org/index.php/sajbm/article/download/2395/1765 Verlag kostenfrei https://doi.org/10.4102/sajbm.v52i1.2395 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2472 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 52 2021 1 a2395 1-7 26 01 0206 3967889629 x1z 13-08-21 2403 01 DE-LFER 3984356382 00 --%%-- --%%-- n --%%-- l01 05-10-21 2403 01 DE-LFER https://doi.org/10.4102/sajbm.v52i1.2395 2403 01 DE-LFER https://sajbm.org/index.php/sajbm/article/download/2395/1765 |
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10.4102/sajbm.v52i1.2395 doi (DE-627)1766782930 (DE-599)KXP1766782930 DE-627 ger DE-627 rda eng Terblanche, Nicky verfasserin aut African organisational coaching practice exploring approaches used, and the factors influencing coaches' fees Nicky Terblanche, Jonathan Passmore, Jacques Myburgh 2021 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Purpose: More context-specific research regarding the praxis of organisational coaching was needed for increased understanding of this emerging profession. Whilst progress was being made internationally, African coaching practice research was sparse, leading to potentially false assumptions about local praxis based on international trends. The aim of this research was to gain a context-specific perspective on the coaching approaches used by organisational coaches in Africa and the factors that influence the rates they charge. Design/methodology/approach: Snowball sampling was used to collect survey data from organisational coaches practicing in Africa (n = 299). Data were analysed using descriptive and inferential statistics. Findings/results: Organisational coaches in Africa predominantly use the Behavioural or Goal-focussed or GROW approach, but employ more sophisticated approaches in more complex situations. They charge a mean rate of R1761 ($1041) per hour (R1573 [$93] in South Africa) with higher qualified, more experienced and older coaches charging a higher rate. Receiving supervision plays no role in rates charged; however, belonging to a coaching body correlates to higher rates. Male and female coaches charge similar rates, suggesting a level of gender equality in the African coaching profession. Practical implications: Organisational coaches should ensure they have a wide repertoire of approaches to cater for the complexity of organisational situations. Coaches could increase their rates by obtaining high quality coaching education and join coaching regulatory bodies. Coaches in Africa could expand their market internationally given that they charge significantly lower rates, especially given the acceptance of virtual coaching in recent times. Originality/value: This is the first study to our knowledge that investigates pan-African coaching praxis. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ organisational coaching (dpeaa)DE-206 executive coaching (dpeaa)DE-206 African coaching (dpeaa)DE-206 coaches in Africa (dpeaa)DE-206 coaching practice (dpeaa)DE-206 coaching rates (dpeaa)DE-206 coaching fees (dpeaa)DE-206 coaching approaches (dpeaa)DE-206 Passmore, Jonathan verfasserin (DE-588)1112333711 (DE-627)866398945 (DE-576)282704019 aut Myburgh, Jacques verfasserin aut Enthalten in South African journal of business management Cape Town : African Online Scientific Information Systems, 1979 52(2021), 1, Artikel-ID a2395, Seite 1-7 Online-Ressource (DE-627)34135659X (DE-600)2068390-X (DE-576)273897276 2078-5976 nnns volume:52 year:2021 number:1 elocationid:a2395 pages:1-7 https://sajbm.org/index.php/sajbm/article/download/2395/1765 Verlag kostenfrei https://doi.org/10.4102/sajbm.v52i1.2395 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2472 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 52 2021 1 a2395 1-7 26 01 0206 3967889629 x1z 13-08-21 2403 01 DE-LFER 3984356382 00 --%%-- --%%-- n --%%-- l01 05-10-21 2403 01 DE-LFER https://doi.org/10.4102/sajbm.v52i1.2395 2403 01 DE-LFER https://sajbm.org/index.php/sajbm/article/download/2395/1765 |
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10.4102/sajbm.v52i1.2395 doi (DE-627)1766782930 (DE-599)KXP1766782930 DE-627 ger DE-627 rda eng Terblanche, Nicky verfasserin aut African organisational coaching practice exploring approaches used, and the factors influencing coaches' fees Nicky Terblanche, Jonathan Passmore, Jacques Myburgh 2021 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Purpose: More context-specific research regarding the praxis of organisational coaching was needed for increased understanding of this emerging profession. Whilst progress was being made internationally, African coaching practice research was sparse, leading to potentially false assumptions about local praxis based on international trends. The aim of this research was to gain a context-specific perspective on the coaching approaches used by organisational coaches in Africa and the factors that influence the rates they charge. Design/methodology/approach: Snowball sampling was used to collect survey data from organisational coaches practicing in Africa (n = 299). Data were analysed using descriptive and inferential statistics. Findings/results: Organisational coaches in Africa predominantly use the Behavioural or Goal-focussed or GROW approach, but employ more sophisticated approaches in more complex situations. They charge a mean rate of R1761 ($1041) per hour (R1573 [$93] in South Africa) with higher qualified, more experienced and older coaches charging a higher rate. Receiving supervision plays no role in rates charged; however, belonging to a coaching body correlates to higher rates. Male and female coaches charge similar rates, suggesting a level of gender equality in the African coaching profession. Practical implications: Organisational coaches should ensure they have a wide repertoire of approaches to cater for the complexity of organisational situations. Coaches could increase their rates by obtaining high quality coaching education and join coaching regulatory bodies. Coaches in Africa could expand their market internationally given that they charge significantly lower rates, especially given the acceptance of virtual coaching in recent times. Originality/value: This is the first study to our knowledge that investigates pan-African coaching praxis. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ organisational coaching (dpeaa)DE-206 executive coaching (dpeaa)DE-206 African coaching (dpeaa)DE-206 coaches in Africa (dpeaa)DE-206 coaching practice (dpeaa)DE-206 coaching rates (dpeaa)DE-206 coaching fees (dpeaa)DE-206 coaching approaches (dpeaa)DE-206 Passmore, Jonathan verfasserin (DE-588)1112333711 (DE-627)866398945 (DE-576)282704019 aut Myburgh, Jacques verfasserin aut Enthalten in South African journal of business management Cape Town : African Online Scientific Information Systems, 1979 52(2021), 1, Artikel-ID a2395, Seite 1-7 Online-Ressource (DE-627)34135659X (DE-600)2068390-X (DE-576)273897276 2078-5976 nnns volume:52 year:2021 number:1 elocationid:a2395 pages:1-7 https://sajbm.org/index.php/sajbm/article/download/2395/1765 Verlag kostenfrei https://doi.org/10.4102/sajbm.v52i1.2395 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2472 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 52 2021 1 a2395 1-7 26 01 0206 3967889629 x1z 13-08-21 2403 01 DE-LFER 3984356382 00 --%%-- --%%-- n --%%-- l01 05-10-21 2403 01 DE-LFER https://doi.org/10.4102/sajbm.v52i1.2395 2403 01 DE-LFER https://sajbm.org/index.php/sajbm/article/download/2395/1765 |
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10.4102/sajbm.v52i1.2395 doi (DE-627)1766782930 (DE-599)KXP1766782930 DE-627 ger DE-627 rda eng Terblanche, Nicky verfasserin aut African organisational coaching practice exploring approaches used, and the factors influencing coaches' fees Nicky Terblanche, Jonathan Passmore, Jacques Myburgh 2021 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Purpose: More context-specific research regarding the praxis of organisational coaching was needed for increased understanding of this emerging profession. Whilst progress was being made internationally, African coaching practice research was sparse, leading to potentially false assumptions about local praxis based on international trends. The aim of this research was to gain a context-specific perspective on the coaching approaches used by organisational coaches in Africa and the factors that influence the rates they charge. Design/methodology/approach: Snowball sampling was used to collect survey data from organisational coaches practicing in Africa (n = 299). Data were analysed using descriptive and inferential statistics. Findings/results: Organisational coaches in Africa predominantly use the Behavioural or Goal-focussed or GROW approach, but employ more sophisticated approaches in more complex situations. They charge a mean rate of R1761 ($1041) per hour (R1573 [$93] in South Africa) with higher qualified, more experienced and older coaches charging a higher rate. Receiving supervision plays no role in rates charged; however, belonging to a coaching body correlates to higher rates. Male and female coaches charge similar rates, suggesting a level of gender equality in the African coaching profession. Practical implications: Organisational coaches should ensure they have a wide repertoire of approaches to cater for the complexity of organisational situations. Coaches could increase their rates by obtaining high quality coaching education and join coaching regulatory bodies. Coaches in Africa could expand their market internationally given that they charge significantly lower rates, especially given the acceptance of virtual coaching in recent times. Originality/value: This is the first study to our knowledge that investigates pan-African coaching praxis. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ organisational coaching (dpeaa)DE-206 executive coaching (dpeaa)DE-206 African coaching (dpeaa)DE-206 coaches in Africa (dpeaa)DE-206 coaching practice (dpeaa)DE-206 coaching rates (dpeaa)DE-206 coaching fees (dpeaa)DE-206 coaching approaches (dpeaa)DE-206 Passmore, Jonathan verfasserin (DE-588)1112333711 (DE-627)866398945 (DE-576)282704019 aut Myburgh, Jacques verfasserin aut Enthalten in South African journal of business management Cape Town : African Online Scientific Information Systems, 1979 52(2021), 1, Artikel-ID a2395, Seite 1-7 Online-Ressource (DE-627)34135659X (DE-600)2068390-X (DE-576)273897276 2078-5976 nnns volume:52 year:2021 number:1 elocationid:a2395 pages:1-7 https://sajbm.org/index.php/sajbm/article/download/2395/1765 Verlag kostenfrei https://doi.org/10.4102/sajbm.v52i1.2395 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2472 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 52 2021 1 a2395 1-7 26 01 0206 3967889629 x1z 13-08-21 2403 01 DE-LFER 3984356382 00 --%%-- --%%-- n --%%-- l01 05-10-21 2403 01 DE-LFER https://doi.org/10.4102/sajbm.v52i1.2395 2403 01 DE-LFER https://sajbm.org/index.php/sajbm/article/download/2395/1765 |
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Whilst progress was being made internationally, African coaching practice research was sparse, leading to potentially false assumptions about local praxis based on international trends. The aim of this research was to gain a context-specific perspective on the coaching approaches used by organisational coaches in Africa and the factors that influence the rates they charge. Design/methodology/approach: Snowball sampling was used to collect survey data from organisational coaches practicing in Africa (n = 299). Data were analysed using descriptive and inferential statistics. Findings/results: Organisational coaches in Africa predominantly use the Behavioural or Goal-focussed or GROW approach, but employ more sophisticated approaches in more complex situations. They charge a mean rate of R1761 ($1041) per hour (R1573 [$93] in South Africa) with higher qualified, more experienced and older coaches charging a higher rate. Receiving supervision plays no role in rates charged; however, belonging to a coaching body correlates to higher rates. Male and female coaches charge similar rates, suggesting a level of gender equality in the African coaching profession. Practical implications: Organisational coaches should ensure they have a wide repertoire of approaches to cater for the complexity of organisational situations. Coaches could increase their rates by obtaining high quality coaching education and join coaching regulatory bodies. Coaches in Africa could expand their market internationally given that they charge significantly lower rates, especially given the acceptance of virtual coaching in recent times. 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African organisational coaching practice exploring approaches used, and the factors influencing coaches' fees Nicky Terblanche, Jonathan Passmore, Jacques Myburgh organisational coaching (dpeaa)DE-206 executive coaching (dpeaa)DE-206 African coaching (dpeaa)DE-206 coaches in Africa (dpeaa)DE-206 coaching practice (dpeaa)DE-206 coaching rates (dpeaa)DE-206 coaching fees (dpeaa)DE-206 coaching approaches (dpeaa)DE-206 |
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African organisational coaching practice exploring approaches used, and the factors influencing coaches' fees Nicky Terblanche, Jonathan Passmore, Jacques Myburgh |
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African organisational coaching practice exploring approaches used, and the factors influencing coaches' fees |
| abstract |
Purpose: More context-specific research regarding the praxis of organisational coaching was needed for increased understanding of this emerging profession. Whilst progress was being made internationally, African coaching practice research was sparse, leading to potentially false assumptions about local praxis based on international trends. The aim of this research was to gain a context-specific perspective on the coaching approaches used by organisational coaches in Africa and the factors that influence the rates they charge. Design/methodology/approach: Snowball sampling was used to collect survey data from organisational coaches practicing in Africa (n = 299). Data were analysed using descriptive and inferential statistics. Findings/results: Organisational coaches in Africa predominantly use the Behavioural or Goal-focussed or GROW approach, but employ more sophisticated approaches in more complex situations. They charge a mean rate of R1761 ($1041) per hour (R1573 [$93] in South Africa) with higher qualified, more experienced and older coaches charging a higher rate. Receiving supervision plays no role in rates charged; however, belonging to a coaching body correlates to higher rates. Male and female coaches charge similar rates, suggesting a level of gender equality in the African coaching profession. Practical implications: Organisational coaches should ensure they have a wide repertoire of approaches to cater for the complexity of organisational situations. Coaches could increase their rates by obtaining high quality coaching education and join coaching regulatory bodies. Coaches in Africa could expand their market internationally given that they charge significantly lower rates, especially given the acceptance of virtual coaching in recent times. Originality/value: This is the first study to our knowledge that investigates pan-African coaching praxis. |
| abstractGer |
Purpose: More context-specific research regarding the praxis of organisational coaching was needed for increased understanding of this emerging profession. Whilst progress was being made internationally, African coaching practice research was sparse, leading to potentially false assumptions about local praxis based on international trends. The aim of this research was to gain a context-specific perspective on the coaching approaches used by organisational coaches in Africa and the factors that influence the rates they charge. Design/methodology/approach: Snowball sampling was used to collect survey data from organisational coaches practicing in Africa (n = 299). Data were analysed using descriptive and inferential statistics. Findings/results: Organisational coaches in Africa predominantly use the Behavioural or Goal-focussed or GROW approach, but employ more sophisticated approaches in more complex situations. They charge a mean rate of R1761 ($1041) per hour (R1573 [$93] in South Africa) with higher qualified, more experienced and older coaches charging a higher rate. Receiving supervision plays no role in rates charged; however, belonging to a coaching body correlates to higher rates. Male and female coaches charge similar rates, suggesting a level of gender equality in the African coaching profession. Practical implications: Organisational coaches should ensure they have a wide repertoire of approaches to cater for the complexity of organisational situations. Coaches could increase their rates by obtaining high quality coaching education and join coaching regulatory bodies. Coaches in Africa could expand their market internationally given that they charge significantly lower rates, especially given the acceptance of virtual coaching in recent times. Originality/value: This is the first study to our knowledge that investigates pan-African coaching praxis. |
| abstract_unstemmed |
Purpose: More context-specific research regarding the praxis of organisational coaching was needed for increased understanding of this emerging profession. Whilst progress was being made internationally, African coaching practice research was sparse, leading to potentially false assumptions about local praxis based on international trends. The aim of this research was to gain a context-specific perspective on the coaching approaches used by organisational coaches in Africa and the factors that influence the rates they charge. Design/methodology/approach: Snowball sampling was used to collect survey data from organisational coaches practicing in Africa (n = 299). Data were analysed using descriptive and inferential statistics. Findings/results: Organisational coaches in Africa predominantly use the Behavioural or Goal-focussed or GROW approach, but employ more sophisticated approaches in more complex situations. They charge a mean rate of R1761 ($1041) per hour (R1573 [$93] in South Africa) with higher qualified, more experienced and older coaches charging a higher rate. Receiving supervision plays no role in rates charged; however, belonging to a coaching body correlates to higher rates. Male and female coaches charge similar rates, suggesting a level of gender equality in the African coaching profession. Practical implications: Organisational coaches should ensure they have a wide repertoire of approaches to cater for the complexity of organisational situations. Coaches could increase their rates by obtaining high quality coaching education and join coaching regulatory bodies. Coaches in Africa could expand their market internationally given that they charge significantly lower rates, especially given the acceptance of virtual coaching in recent times. Originality/value: This is the first study to our knowledge that investigates pan-African coaching praxis. |
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| title_short |
African organisational coaching practice |
| url |
https://sajbm.org/index.php/sajbm/article/download/2395/1765 https://doi.org/10.4102/sajbm.v52i1.2395 |
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Passmore, Jonathan Myburgh, Jacques |
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10.4102/sajbm.v52i1.2395 |
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2024-07-04T21:40:54.275Z |
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|
| score |
7.400071 |