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.
Highlights
Coaching is often described in literature as a multi-billion dollar per year industry and an emerging profession that has shown significant growth globally over the last few years (Athanasopoulou & Dopson, 2018; Bozer & Jones, 2018)
New questions are being investigated, such as: What influences the success of a coaching intervention? What happens in a coaching session? Which approaches, models, tools and techniques work best in which scenarios? and How does one create and operate a viable coaching business? (De Haan, Bertie, Day & Sills, 2010; Terblanche, Jock & Ungerer, 2019)
Coaches were asked about the coaching approaches they were trained in and which approaches they predominantly used
Summary
Coaching is often described in literature as a multi-billion dollar per year industry and an emerging profession that has shown significant growth globally over the last few years (Athanasopoulou & Dopson, 2018; Bozer & Jones, 2018). Several meta-studies have shown that coaching is effective and provides several positive outcomes, including, for example, leadership development (Kombarakaran, Yang, Baker & Fernandes, 2008); personal development and positive behavioural change (Athanasopoulou & Dopson, 2018); improved work–life balance, self-awareness, assertiveness and role clarity (Blackman, Moscardo & Gray, 2016). Continued academic research is important if coaching is to establish itself as a true profession. Almost all of this recent research has been conducted outside of the African coaching context
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