scholarly journals Executive coaching in diversity from the systems psychodynamic perspective

2012 ◽  
Vol 38 (2) ◽  
Author(s):  
Lerato Motsoaledi ◽  
Frans Cilliers
Keyword(s):  
Executive Coaching ◽  
African State ◽  
Diversity Awareness ◽  
The Unconscious ◽  
Role Analysis ◽  
Coaching Process ◽  
Managerial Implications ◽  
Race Ethnicity ◽  
Value Add ◽  
Diversity Dynamics

Orientation: The researcher applied role analysis from the systems psychodynamic perspective to executives in state departments to improve their awareness of the unconscious diversity dynamics that affect their roles.Research purpose: The purpose of this research was to describe the application of systems psychodynamic role analysis and to determine its trustworthiness in assisting executives to work effectively with conscious and unconscious diversity dynamics in their organisations.Motivation for the study: Executives generally struggle to understand the deeper meaning of diversity behaviour that manifests inside and around them, leading to conflict. Without understanding the unconscious meaning of the behaviour, organisations founder easily. Awareness of below-the-surface behaviour leads to insight and taking responsibility for diversity-related behaviours.Research design, approach and method: The researcher coached six executives in South African state departments over a period of 10 months. The coaching addressed and analysed the executives’ organisational roles. She analysed the data using discourse analysis.Main findings: Themes relating to the diversity dynamics of gender, race, ethnicity, authority, disability, language, age, de-authorisation of diversity work and the coaching process emerged. The coaching assisted the executives to gain insights into below-the-surface diversity dynamics, to address diversity in a sustained manner and to take up their organisational roles more effectively.Practical/managerial implications: Coached executives will have a more objective and dynamic experience of diversity issues that manifest in organisations, between colleagues and within themselves.Contribution/value-add: Executive coaching from a systems psychodynamic perspective displays trustworthiness in improving participants’ diversity awareness, especially with regard to gender, race, ethnicity and authorisation.

scholarly journals A guiding framework for multi-stakeholder contracting in executive coaching

2019 ◽  
Vol 17 ◽  
Author(s):  
Zelda Burger ◽  
Salome Van Coller-Peter
Keyword(s):  
Executive Coaching ◽  
Line Managers ◽  
Executive Coaches ◽  
Interview Guide ◽  
Managerial Implications ◽  
Value Add ◽  
The Individual ◽  
Multi Stakeholder ◽  
Line Manager ◽  
Three Phases

Orientation: Multi-stakeholder contracting provides a platform for the coaching stakeholders: the individual being coached (client), the organisation (sponsor and line manager) and the coach for achieving aligned outcomes within executive coaching. Contracting is not optimally implemented by stakeholders in all three phases of executive coaching (commencement, execution and conclusion).Research purpose: The research’s purpose was to develop a guiding framework for multi-stakeholder contracting in each of the three phases of coaching.Motivation for the study: Stakeholders ensure outcomes achievement for the individual and the organisation in executive coaching. Limited research exists relating to the contractual elements and practices implemented by stakeholders during the three phases of coaching.Research approach/design and method: A qualitative, inductive, exploratory approach using purposive sampling was used to identify 12 participants, consisting of three: executive coaches, clients, line managers and sponsors from three corporate organisations. Participants were interviewed using a customised interview guide categorised into the three coaching phases.Main findings: Findings showed that contracting was included at the commencement coaching phase. The study indicated the advantages of contracting in all three coaching phases with all stakeholders emphasising phase-specific accountabilities.Practical/managerial implications: A guiding framework for multi-stakeholder contracting for each of the three phases of coaching could assist stakeholders; in particular human resource practitioners when contracting for executive coaching.Contribution/value-add: Outcomes alignment at the commencement phase, agreement on progress and results feedback during the execution and conclusion phases are enabled by implementing the guiding framework for multi-stakeholder contracting offered by this research.

scholarly journals Risk management as a social defence against anxiety

2012 ◽  
Vol 38 (2) ◽  
Author(s):  
Dirk J. Geldenhuys ◽  
Madia M. Levin ◽  
Annelize Van Niekerk
Keyword(s):  
Risk Management ◽  
African Country ◽  
Operational Risk ◽  
The Unconscious ◽  
Operational Risk Management ◽  
Doing Business ◽  
Managerial Implications ◽  
Value Add ◽  
Managing Risk

Orientation: This article deals with the unconscious role of risk management in an African country.Research purpose: The aim of the study is to describe how risk management unconsciously influences behaviour when doing business in an African country.Motivation for the study: Operational risk management is a rational management imperative. However, this does not take cognisance of the unconscious role of risk management. A systems-psychodynamic perspective might be particularly relevant if the anxiety implied in risk management is not appropriately contained. Awareness of these dynamics may provide an opportunity for addressing them and allow for a more holistic way of managing risk.Research design, approach and method: The researchers conducted the study as a qualitative case study in an African country. They used purposive sampling and analysed the data using qualitative content analysis.Main findings: Viewing risk management from a systems-psychodynamic perspective allowed the researchers to identify the influence of risk management on the behaviour of people. The emerging hypothesis was that, if businesses do not address the anxiety underlying risk management, managing risk becomes a social defence against the anxiety.Practical/managerial implications: Awareness of the anxiety involved in risk management may assist businesses to manage risk in a more realistic way, making provision for, and even capitalising on, the human element.Contributions/value-add: The article provides a systems-psychodynamic, and hence a more complete, perspective of operational risk management when doing business in an African country.

scholarly journals Deploying culture as a defence against incompetence: The unconscious dynamics of public service work

2012 ◽  
Vol 38 (2) ◽  
Author(s):  
Peliwe P. Mnguni
Keyword(s):  
South African ◽  
Public Service ◽  
Resource Constraints ◽  
Service Work ◽  
The Unconscious ◽  
The Public ◽  
Social Defense ◽  
Defensive Role ◽  
Managerial Implications ◽  
Value Add

Orientation: The intractability of public service delivery and a polarised societal landscape heighten anxiety and reinforce a propensity for public service organisations to be used for defensive purposes.Research purpose: This article employs social defense theory to explore manifestations of anxiety and defense within South African public service organisations.Motivation for the study: Dominant discourse on public service institutions over-relies on political, sociological and public administration theories and tends to ignore psychosocial explanations. Further, whilst the psychodynamics of social service work are generally understood, the unconscious dynamics of generic public service work remain under-theorised. Research design, approach and method: This conceptual article draws on my personal observations as a reflective citizen and experiences as a consultant to government departments.Main findings: Herein, an argument is advanced that the deployment of ill-qualified party loyalists to key positions in the public service is perverse: it serves as a collective defense against the impossible aspects of the task at hand. The appointees, in turn, deploy organisational processes to defend against feelings of incompetence and the inevitability of failure. This practice, coupled with acute resource constraints, sets up front line staff for scapegoating.Practical/managerial implications: An appreciation of the multiple meanings of public service work and the defensive role played by public institutions stands to inform purposeful change towards sustainable public service organisational practice.Contribution/value-add: The discussion seeks to contribute to attempts that employ systems psychodynamics to make sense of anxiety and defense within organisations in general and public service institutions in particular.

scholarly journals The directors’ roles in containing the Robben Island Diversity Experience (RIDE)

2012 ◽  
Vol 38 (2) ◽  
Author(s):  
Frans Cilliers ◽  
Michelle May
Keyword(s):  
South African ◽  
Dynamic Events ◽  
Managerial Implications ◽  
Role Players ◽  
Qualitative Descriptive ◽  
Field Notes ◽  
Value Add ◽  
The Many ◽  
Diversity Dynamics ◽  
Robben Island

Orientation: Robben Island represents past denigration and present day liberation. The researchers report on their experiences of containing the learning, consciously and unconsciously, in the Robben Island Diversity Experience.Research purpose: The purpose of the research was to describe the experiences of the directors of RIDE in the last 10 years.Motivation for the study: Of the many and different diversity events that South African organisations present, RIDE is the only systems psycho-dynamically designed and presented event. This research was an effort to explore the nature of the directors’ roles in working with unconscious diversity dynamics in such a provocative venue.Research design, approach and method: The researchers conducted qualitative, descriptive and double hermeneutic research. The various RIDE events served as case studies. The data consisted of researcher field notes collected during the 10 years. Thematic analysis resulted in four themes, for which the researchers formulated working hypotheses. They integrated them into the research hypothesis.Main findings: Four themes emerged. They were the diversity characteristics of the directors as containers, working on the boundary between RIDE and the macro role players, attacks on the programme as container and challenges from participants.Practical/managerial implications: The research highlighted the important roles of directors’ authorisation as a resilience factor in containing RIDE.Contribution/value-add: The research contributed towards the awareness of intergroup relations between role players during diversity dynamic events and of how authorisation cements relationships.

scholarly journals Diversity dynamics operating between students lecturers and management in a historically Black university: The lecturers perspective

2012 ◽  
Vol 38 (2) ◽  
Author(s):  
Michelle S. May
Keyword(s):  
Historically Black ◽  
South African ◽  
Educational Institutions ◽  
Black And White ◽  
Historically Black University ◽  
Descriptive Research ◽  
Managerial Implications ◽  
Value Add ◽  
Diversity Dynamics ◽  
The Relationship

Orientation: The historically Black and White universities in South Africa were shaped by apartheid policies (Abdi, 2003). This research project started, within this socio-political context, because lecturers in a historically Black university (HBU) were confronted with unresolved experiences concerning their relationship with students and management. The researcher describes the diversity dynamics in a historically Black university, by forming an in-depth understanding of these dynamics, operating in the relationship between the students, lecturers and management, from the systems psychodynamic perspective.Research purpose: The purpose of the research was to describe the experiences of nine lecturers in a particular HBU. This was undertaken to analyse and interpret the conscious and unconscious diversity dynamics operating in the relationship between the students, lecturers and management, from the lecturers’ perspective.Motivation for the study: The researcher was interested in the nature of the diversity dynamics operating in the relationship between students, lecturers and management in an HBU, as a platform towards understanding diversity dynamics in educational institutions and South African organisations.Research design, approach and method: Qualitative and descriptive research approaches were used. Hermeneutic phenomenology, using the systems psychodynamic perspective, allowed for the description and interpretation of diversity dynamics operating in the relationship between the students, lecturers and management. The data were obtained through in-depth interviews with nine lecturers. Thematic analysis resulted in two broad themes for which a discussion was provided and a research hypothesis formulated.Main findings: Two broad themes manifested, firstly diversity characteristics and secondly struggle skills entrenching the Black and White divide.Practical/managerial implications: The research highlighted the importance of understanding the diversity dynamics operating in the relationship between students, lecturers and management. This was in order to develop our understanding of diversity dynamics operating in educational institutions specifically, and organisations in general.Contribution/value-add: The understanding about diversity dynamics is available for application, by lecturers and management, to form a different understanding of conscious and unconscious factors impacting on the relationship between the three stakeholders, and subsequently the effectiveness of the three stakeholders in their respective roles. This understanding can also be transferred to other organisations.

scholarly journals The Robben Island diversity experience. An exploration of South African diversity dynamics

2012 ◽  
Vol 38 (2) ◽  
Author(s):  
Marius Pretorius ◽  
Frans Cilliers ◽  
May Michelle
Keyword(s):  
South African ◽  
Depth Psychology ◽  
Diversity Management ◽  
Descriptive Research ◽  
Management Interventions ◽  
Managerial Implications ◽  
Value Add ◽  
The Many ◽  
Diversity Dynamics ◽  
Robben Island

Orientation: Because of its historic, symbolic and psychological representation, presenting a diversity event on Robben Island posed invaluable opportunities to form an in-depth understanding of South African diversity dynamics. This research focussed on such an event interpreted from the systems psychodynamic perspective.Research purpose: The purpose of the research was to describe the experiences of participants attending the Robben Island Diversity Experience (RIDE) in order to understand South African diversity dynamics from a depth psychology perspective.Motivation for the study: Of the many and different diversity events presented in South African organisations, RIDE is the only annual systems psycho-dynamically designed and presented event. This research was an effort to explore the nature of these dynamics which manifest themselves from below the surface.Research design, approach and method: Qualitative and descriptive research from a hermeneutic phenomenology paradigm was used. The 15 participants who attended a RIDE event formed a case study. The data from an unstructured interview was content-analysed and interpreted using the systems psychodynamic perspective. The themes were integrated into a research hypothesis.Main findings: Five themes manifested themselves, namely, crossing boundaries, engaging the brave new world, ties that bind, being imprisoned and the struggle.Practical/managerial implications: The research highlighted the importance of understanding unconscious dynamics in the context of diversity in order to inform consultants about diversity management interventions in organisations.Contribution/value-add: The research contributed towards how South African diversity dynamics manifest themselves and how that can be addressed in organisations.

scholarly journals Followership's experiences of organisational leadership: A systems psychodynamic perspective

2012 ◽  
Vol 38 (2) ◽  
Author(s):  
Henk Greyvenstein ◽  
Frans Cilliers
Keyword(s):  
Leadership Development ◽  
Unfinished Business ◽  
The Unconscious ◽  
Race And Gender ◽  
Descriptive Research ◽  
Managerial Implications ◽  
Qualitative Descriptive ◽  
Value Add ◽  
And Gender ◽  
Negative Leadership

Orientation: Followers’ experiences of leadership in their organisations were qualitatively explored and described from a systems psychodynamic perspective. The findings revealed a very negative view on how leadership treats followership, and that leadership is seen as inconsistent.Research purpose: The purpose of the research was to describe followership’s experiences of organisational leadership from a systems psychodynamic perspective.Motivation for the study: Organisational leadership is under tremendous pressure to perform and often under attack, especially if they do not appear to be caring and supportive. The research was planned to better understand the unconscious nature of this phenomenon.Research design, approach and method: Qualitative, descriptive research was used. Data was collected through psychodynamic Listening Posts and analysed using discourse analysis. Working hypotheses were formulated per theme and integrated into the research hypothesis.Main findings: Six themes manifested, namely a negative leadership view; idealisation of the past and blaming the present; obsession with race and gender; constantly changing identity; unfinished business and the future; and cope and hope.Practical/managerial implications: Leadership seem to focus more on business than followership issues which leads to followers feeling disregarded and de-authorised. As a result followers withhold authorisation from leadership which may be instrumental in leaderships’ difficulties to manage change and transformation effectively. Leadership development needs to incorporate the self-authorisation of leaders as well as the invitation of authorisation by leaders.Contribution/value-add: The data would be useful to leadership towards understanding, repairing and optimising their relationships and organisational impact through people.

scholarly journals Humour as defence against the anxiety manifesting in diversity experiences

2012 ◽  
Vol 38 (2) ◽  
Author(s):  
Olga Coetzee ◽  
Frans Cilliers
Keyword(s):  
South African ◽  
Research Design ◽  
The Self ◽  
Defence Mechanism ◽  
The Unconscious ◽  
Diversity Experiences ◽  
Multiple Case ◽  
Multiple Case Studies ◽  
Value Add ◽  
Diversity Dynamics

Orientation: Using humour in diversity contexts may relieve tension temporarily, but it happens at the expense of someone and indicates a defence against an unconscious anxiety dynamic.Research purpose: The purpose of this research was to describe the manifestation of humour as a defence mechanism against diversity anxiety.Motivation for the research: In working with diversity dynamics in South African organisations, consultants and participants often do not take humour seriously, let alone interpret the accompanying dynamic aspects. Working below the surface with humour may elicit much more and typical diversity dynamics worth investigating.Research design, approach and method: The research design was qualitative and descriptive, using multiple case studies and content analysis.Main findings: Humour is used as a defence against the anxiety experienced in diversity contexts caused by fear of the unknown within the self and the projection of the fear onto another identity group.Practical/managerial application: Diversity consultations interpreting humour as defence mechanism can provide added opportunities for exploring dynamics below the surface.Contribution/value-add: Deeper understanding of the unconscious dynamics of diversity humour could lead to meaningful interventions in organisations.

scholarly journals The impact of job description and career prospect on job satisfaction: A quantitative study in Mauritius

2019 ◽  
Vol 17 ◽  
Author(s):  
Ketan S. Ramhit
Keyword(s):  
Job Satisfaction ◽  
Team Leaders ◽  
Job Description ◽  
Managerial Implications ◽  
Career Prospect ◽  
Value Add ◽  
The Impact ◽  
The Relationship ◽  
Negative Relationships ◽  
Good Career

Orientation: Literature shows that job description and career prospect are connected to job satisfaction and it is seen that, in Mauritius, job description and career prospect impact job satisfaction.Research purpose: The purpose of the study was to determine the relationship between job description, career prospect and job satisfaction in Mauritius.Motivation for the study: It has been noticed that employees are dissatisfied when they perform duties outside their job description and also when they see that they do not have a good career prospect. Despite the existence of several researches, limited research exists in the Mauritian context. The outcome will provide significant relevance to existing knowledge.Research approach/design and method: A quantitative approach was adopted and a survey was conducted in a multinational company in Mauritius. A sample of 132 employees was chosen.Main findings: This research unravelled significant negative relationships between job description, career prospect and job satisfaction. The results revealed that, when duties are not well described or when duties are not in line with current responsibilities, the employees are dissatisfied. Similarly, the greater the chances that employees are not given the opportunity to get promoted, the more they are dissatisfied.Practical/managerial implications: Human resource practitioners, managers and team leaders need to recognise that employee’s moods influence the work pattern in the organisation and a clear job description and an appropriate career plan should exist.Contribution/value-add: Literature on the relationship between job description, career prospect and job satisfaction in the context of Mauritius is almost inexistent. This study will add to existing knowledge.

scholarly journals Gender pay gap in salary bands among employees in the formal sector of South Africa

2018 ◽  
Vol 16 ◽  
Author(s):  
Adeboye M. Adelekan ◽  
Mark H.R. Bussin
Keyword(s):  
Top Management ◽  
Gender Pay Gap ◽  
Formal Sector ◽  
Pay Gap ◽  
Men And Women ◽  
Representation Of Women ◽  
Similar Work ◽  
The Status ◽  
Managerial Implications ◽  
Value Add

Orientation: The gender pay gap is a worldwide challenge that has persisted despite political will and interventions. Comparably qualified women performing similar work as men continue to earn less. There are conflicting views in the literature regarding the status of the gender pay gap.Research purpose: The purpose of the study was to determine status of the gender pay gap among employees in the same salary band and to establish whether men and women receive similar pay for similar work in the study population.Motivation for study: The status of the gender pay gap would establish the progress made towards closing the gap and guide necessary adjustments to interventions.Research approach/design and method: A quantitative analysis was conducted on the pay information of 217 902 employees collected in a survey from over 700 companies, across 10 job families and 6 industries.Main findings: Men’s pay was consistently higher than that of women in all salary bands except at the 75th and 95th percentile in sub-bands B-lower and B-upper and 25th percentile in sub-band E-upper. The gender pay gap ranged from 8% in band A to 27.1% in sub-band F-upper. The gaps observed in the salary bands were statistically significant (p < 0.0001) except in sub-band E-upper, F-lower and F-upper, indicating convergence towards similar pay for similar work at senior to top management levels. Women were under-represented in all salary bands with the lowest presence in band F, especially sub-band F-upper. Gender, race, job family and industry have a significant effect on income earned in the study sample.Practical/managerial implications: Government’s efforts seemed to have produced minimal results as women are represented in all job families, industries and salary bands. The pay of men and women in senior and top management levels was similar. However, more still needs to be done to achieve the 50% target representation of women in senior management and close the gap at all levels.Contribution/value-add: The number of women at management levels is still very low when compared to their male counterparts. However, the gender pay gap in senior to top management positions are converging towards similar pay for work of similar value.

Sign in / Sign up

Export Citation Format

Share Document