Abstract
The aim of the research was to develop a psychoeducational
programme for
team coaches to facilitate the mental health of managers.
Preventing managerial degeneration has become a corporate priority. Without
support and intervention, executives and managers can degenerate personally or
derail careerwise
at enormous cost to themselves, their companies and the
economy. Personal degeneration may include selfneglect,
ignoring families,
marriages, friends, personal interests and their own physical and mental health
as they chase their corporate and career objectives. Business managers are
subjected to more pressure than ever to produce results, yet they are often
promoted through job specific expertise without the emotional intelligence and
worklife
balance skills necessary to sustain them.
Research has revealed an across the board consensus that coaching is one of
the most powerful strategic and tactical weapons open to business today
because of its ability to enhance areas of proficiency that are already high and to
establish skills that were previously absent or weak. Business coaching provides
the gateway to intellectual and emotional support and develops managers, thus
avoiding managerial derailment and preparing individuals to meet the
increasingly complex requirements of today’s business environment.
Business and team coaching is distinct from other types of coaching and calls for
additional competencies and expertise as specialisation areas. The coaching
industry in Southern Africa is in its infancy and as such there are currently no
barriers to entry. There is a lack of descriptive and accepted standards, agreed
upon core competencies and accredited team coaching programmes that offer
depth in terms of knowledge, skills, values and business acumen.
In light of the above challenges the following research question arose:
· What should a programme for team coaches consist of in order to facilitate
the mental health of managers?
A qualitative, explorative, descriptive and contextual research design was
followed including autoethnography as a strategy. The research took place in four
phases.
Phase 1: A situation analysis was done in order to explore and describe what a
programme for team coaches should consist of in order to facilitate the mental
health of managers. This involved the identification of key stakeholders. Focus
groups and interviews were conducted and individual naïve sketches collected
from individuals who were are not available for interviews. A literature control was
conducted in order to verify findings.
Phase 2: Based on the abovementioned results, the research progressed to
phase two, which involved the development of a programme. During this phase a
conceptual framework was described that included an approach to the
programme.
Phase 3: This phase presented a description of the programme as well as
guidelines for the implementation of the programme.
Phase 4: The programme was evaluated and possible limitations were
highlighted. Recommendations regarding possible further research were made.
The researcher believes that business and team coaching will continue to thrive
and gain increased status as a profession. With an empirically sound programme
in place, business and team coaching is set to flourish and managers have a
means to manage and maintain optimum mental health.
Prof. Marie Poggenpoel
Prof. Chris Myburgh