Original Research

African organisational coaching practice: Exploring approaches used, and the factors influencing coaches’ fees

Nicky Terblanche, Jonathan Passmore, Jacques Myburgh
South African Journal of Business Management | Vol 52, No 1 | a2395 | DOI: https://doi.org/10.4102/sajbm.v52i1.2395 | © 2021 Nicky Terblanche, Jonathan Passmore, Jacques Myburgh | This work is licensed under CC Attribution 4.0
Submitted: 05 October 2020 | Published: 14 April 2021

About the author(s)

Nicky Terblanche, University of Stellenbosch Business School, Faculty of Economic and Management Science, Stellenbosch University, Cape Town, South Africa
Jonathan Passmore, Henley Business School, Faculty of Economic and Management Science, University of Reading, Henley-on-Thames, United Kingdom
Jacques Myburgh, SA Coaching News, Cape Town, South Africa


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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.


Keywords

organisational coaching; executive coaching; African coaching; coaches in Africa; coaching practice; coaching rates; coaching fees; coaching approaches.

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