Browsing by Author "Terblanche, Nicky H. D."
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- ItemBetween a rock and a hard place : management and implementation teams’ expectations of project managers in an agile information systems delivery environment(CONSAS, 2017) Nkukwana, Songezo; Terblanche, Nicky H. D.Background: To address the low success rate in information system (IS) projects, organisations in South Africa are adopting agile implementation methodologies. Agile delivery environments advocate an iterative approach where autonomous, self-organising teams share project management (PM) activities. This encroaches on the traditional project manager role. Are project managers still relevant in agile delivery environments and how should they adapt? Objectives: This case study investigated how project managers could adapt to agile IS implementation environments to remain relevant. Specifically, the views of their key stakeholders (the management and implementation teams) were elicited to provide insights into what is expected from agile project managers. Method: A qualitative, inductive content analysis approach using purposive sampling was used to identify 13 participants (comprising management and implementation team members) within a large South African insurance company. Semi-structured interviews were conducted with all participants. Results: The management and implementation teams agreed that PM remains highly relevant in an agile environment for ensuring project governance including delivery, risk management, reporting and budgeting. There was, however, disagreement between the management and implementation teams on project management interaction with the implementation team. Management preferred a command and control type project manager, while the implementation team favoured a more inclusive, facilitative PM style. Conclusion: To remain viable in an agile IS project implementation environment within large corporates, project managers need to be aware of what various stakeholders expect of them. They need to retain some of the classic PM functions while adapting to the interpersonal and collaborative requirements of the agile way.
- ItemCreating and maintaining a commercially viable executive coaching practice in South Africa(AOSIS Publishing, 2019) Terblanche, Nicky H. D.; Jock, Rajesh J.; Ungerer, MariusBackground: The executive coaching industry is growing internationally and in South Africa. As is typical of small businesses, many struggle to survive. Factors contributing to small business success have been researched, but research in the context of the executive coaching industry in South Africa is sparse. Aim: The aim of this study was to investigate the factors that contribute to creating and maintaining a commercially viable executive coaching practice by examining executive coaching businesses through the lens of a standard business model template consisting of value network, value architecture, value proposition and value finance dimensions. Method: A qualitative methodology was followed to gather data from executive coaches in South Africa. Data from two focus groups (eight participants) and four semi-structured interviews were analysed using deductive content analysis to ascertain the nature of executive coaching practices in terms of a standard business model template. Results: The most significant factors contributing to a successful executive coaching business include forming alliances, leveraging previous experience, employing multiple income streams and evolving as business owner. Significant factors that present challenges include the lack of a business strategy, finding clients and underestimating earnings potential. These findings could assist aspiring and established executive coaches to plan and structure their coaching business. Executive coach training providers could incorporate these findings into their curricula to prepare new coaches for the realities of running a coaching business. Conclusion: Empirical evidence of factors that contribute to successful executive coaching businesses may help guide coaches to a more realistic view of the profession, in the process contributing to the maturing of the growing executive coaching industry in South Africa.
- ItemDeveloping leaders by supporting their transitions into senior positions(AOSIS, 2018) Terblanche, Nicky H. D.; Albertyn, Ruth M.; Van Coller-Peter, SalomeThe need for social transformation in South Africa is intrinsically linked to the transformation of corporate South Africa. Strong senior leadership is required to ensure that organisations remain sustainable during this transformation. There is, however, a shortage of skilled senior leaders, hence the need for leadership development. When leaders transition into senior positions, they face a plethora of personal and systemic challenges. Many fail with resulting disastrous effects on individual (micro) and organisational (macro) levels. This research investigates the challenges faced by newly promoted senior leaders in order to lay the groundwork for designing support strategies for individuals and organisations. The qualitative findings suggest that leadership transitions present unexpected challenges on a personal and systemic level to such individuals and that they do not receive adequate support from their organisations. For transformation to be successful and sustainable on macro level, concurrent and appropriate micro-level support and development are essential.
- ItemThe role of coaching and coach language in clients’ language and individual change(Oxford Brookes University, 2019) Folscher-Kingwill, Barbara; Terblanche, Nicky H. D.This study explored the under-researched area of the effect of coaching on clients’ spoken and internal language, the link to individual change, as well as the effect of coach language on client language. Using a qualitative, phenomenological approach, 12 in-depth interviews were conducted with coaches, and clients who were business leaders. The findings, derived through thematic analysis suggest that coaching plays a role in changing clients’ language and that this language change may be linked to individual change. Furthermore, coach language and linguistic techniques are instrumental in client language change.
- ItemThe use of organisational network analysis as a diagnostic tool during team coaching(AOSIS, 2018) Terblanche, Nicky H. D.; Erasmus, Edna D.Orientation: Organisational network analysis (ONA) examines relationships between people and is a potential diagnostic tool to use during team coaching interventions. Research purpose: The objective of this research was to investigate how ONA can be used during a team coaching intervention aimed at addressing business challenges. Motivation for the study: The use of ONA as a diagnostic tool in individual coaching has been researched, but has not been applied in the emerging field of team coaching. Research approach/design and method: An action research methodology employing both quantitative and qualitative methods was used in this research. A purposive sampling approach was used to select a leadership team of four people who received 11 team coaching sessions. Quantitative data were collected from the leadership team and their 18 direct reports, using pre- and post-test intervention ONA questionnaires. Qualitative data were collected after the coaching intervention using semi-structured interviews with the leadership team. Main findings: Organisational network analysis helped to identify team coaching goals based on business challenges. It indicated the extent to which team coaching enhanced communication between the leadership team and their reports, enabling them to address business challenges. Organisational network analysis results taken out of context could, however, be misinterpreted. Practical/managerial implications: Team coaches, ONA practitioners and leadership teams could use ONA as a diagnostic tool during team coaching interventions to identify team coaching goals based on business challenges, to gain insights into team dynamics and to assess the contribution of team coaching for addressing business challenges. Organisational network analysis should not be taken at face value and should ideally be triangulated with other data sources such as interviews. Contribution/value-add: On a scholarly level, this research provides empirical evidence for the benefits of using ONA during a team coaching intervention. On a practice level, suggestions are provided for the manner in which ONA can guide team coaching interventions.