The experienced impact of systems psychodynamic leadership coaching amongst professionals in a financial services organisation

Frans Cilliers

doi:10.4102/sajems.v21i1.2091

Abstract

Background: Systems psychodynamic leadership coaching is a depth psychology perspective that provides opportunities for coachees to explore their leadership identity as it manifests in their conscious and unconscious role behaviour.Aim: The research aim was to explore the experienced impact of systems psychodynamic leadership coaching amongst professionals in a financial services organisation, and to report on how this impact can be understood in the context of the literature guidelines on coaching and leadership effectiveness.Setting: The research was undertaken in a large South African financial services organisation where individual leadership coaching forms part of the leadership development programme (LDP).Methods: The research was qualitative, explorative and descriptive in nature. A multi-case approach was used. Sampling was convenient and opportunistic and comprised of 15 charted accountants who attended six 90-min coaching sessions over 12 weeks. Data gathering comprised field notes and coachee essays during and after coaching. Hermeneutic phenomenology was used as the interpretive stance.Results: Anxiety, task, role, boundaries, authorisation and identity manifested as themes. Coachees explored how their leadership identity was informed by their anxiety and defence mechanisms, how they took up their leadership role, authorised themselves and their colleagues, and managed their boundaries effectively. Compared to the general guidelines for leadership coaching effectiveness and the general indicators for effective leadership, systems psychodynamic leadership coaching seems to add value to leadership effectiveness.Conclusion: Professionals in this financial services organisation experienced systems psychodynamic leadership coaching as demanding, challenging and yet fulfilling towards the exploration of their leadership identity. It seems that systems psychodynamics, as coaching stance, created a safe and good-enough container for these financial professionals to explore their own unconscious leadership behaviour and to gain a significant level of understanding and awareness of their own anxiety and defensive behaviours in their interaction with followers.

Highlights

As a field of study, leadership has an extensive and voluminous 100-year-old literature base, containing an overwhelming proliferation of paradigms, definitions, models, theories, concepts, terms, outcomes, competencies and measurement instruments (Nohria & Khurana 2010; Northouse 2014; Veldsman & Johnson 2016)
The research aim was to explore the experienced impact of systems psychodynamic leadership coaching (SPLC) amongst professionals in a financial services organisation and to report on how this impact can be understood in the context of the literature guidelines on coaching and leadership effectiveness
The research findings are discussed with reference to three sets of data seen as significant for coaching effectiveness in this research, namely (1) the experienced impact of SPLC amongst professionals in this financial services organisation, (2) the experienced impact of Systems psychodynamics (SP) as a coaching stance and (3) the experienced impact of SPLC explored against the Kellogg Foundation’s indicators for effective leadership

Summary

Introduction

As a field of study, leadership has an extensive and voluminous 100-year-old literature base, containing an overwhelming proliferation of paradigms, definitions, models, theories, concepts, terms, outcomes, competencies and measurement instruments (Nohria & Khurana 2010; Northouse 2014; Veldsman & Johnson 2016). According to Bennis (2007), this gives evidence of the complexity, dynamics and elusiveness associated with leadership, which creates confusion amongst researchers and practitioners. Leadership can be defined as the activity to willingly involve oneself, influence, coordinate and guide people’s organisational activities towards attaining positive goals and outcomes for the organisation, according to the existing context and set strategy (Cooper 2005; Leonard et al 2013; Meyer & Boninelli 2007). Research on the psychology of leadership is mostly informed by a humanistic conceptualisation and positivist operationalisation. Leadership research gives evidence of the psychometric relationship between leadership styles and behaviours, and organisational outcomes (Kaiser, Hogan & Craig 2008). Systems psychodynamic leadership coaching is a depth psychology perspective that provides opportunities for coachees to explore their leadership identity as it manifests in their conscious and unconscious role behaviour

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