Team coaching in the workplace: Critical success factors for implementation

Abstract

Orientation: There is a scant availability of clear practice guidelines for the implementation of team coaching in organisations. Challenges and enabling factors in the implementation of team coaching require further exploration.Research purpose: This study aims to develop a conceptual framework that identifies the critical success factors that play a role in the implementation of team coaching in organisations.Motivation for the study: This study contributes towards the understanding of team coaching implementation in the workplace. Informed knowledge of critical factors may guide the practice of team coaching and assist in the development of a conceptual framework for such coaching.Research approach/design and method: A constructivist qualitative research method was adopted. A case study approach was used, with seven experienced subject matter experts selected by means of purposive snowballing. Data were collected using semi-structured interviews and analysed using thematic analysis.Main findings: Results of the thematic analysis indicate that to integrate successful team coaching into any organisation, effective analysis of an organisational context is required, that is, leadership stakeholders, team effectiveness, competency of a coach and employee engagement. Constraints that may prevent successful implementation of team coaching are identified.Practical/managerial implications: The findings provide a platform to enhance the understanding and knowledge of the complexities of team coaching within organisations.Contribution/value-add: The main contribution of the study is the identification of critical factors in the pre-, during and post-implementation phases of team coaching. This conceptual framework could serve as a guide for team coaching interventions in South African contexts.

Effect of team coaching on collaborative value within ashoka fellows' organizations in Africa

“…This model emphasizes improving adaptive problem solving by focusing on goals, facilitating decision making, training team members, and upholding standards of excellence. It also recognizes that team leadership is complicated and that there is no simple recipe for team success (Northouse, 2016) As a collaborative practice, team coaching heightens team performance and enhances engagement levels (Bandura & Lyons, 2017) resulting in team members' shared responsibilities and knowledge (Maseko et al, 2019). Positively framed team coaching promotes more creative and collaborative work climates by facilitating stronger peer relationships that enable teams to effectively develop and use collective knowledge (Rousseau et al, 2013;Huang & Hsieh, 2015).…”

“…The Effect of Team Coaching on Collaborative Value … development of team productivity, improved engagement levels, and helped reach commonly accepted team goals (Bandura & Lyons, 2017;Morgeson et al, 2010). Team coaching helps the teams attain their full potential by enhancing performance, collaborations, synergies, and team members' orientation towards realizing a shared goal (Maseko et al, 2019;Clutterbuck, 2013;Peters & Carr, 2013b). Team members share responsibilities and knowledge resulting from team coaching and recognize it as more effective than individual coaching (Maseko et al, 2019).…”

“…Team coaching helps the teams attain their full potential by enhancing performance, collaborations, synergies, and team members' orientation towards realizing a shared goal (Maseko et al, 2019;Clutterbuck, 2013;Peters & Carr, 2013b). Team members share responsibilities and knowledge resulting from team coaching and recognize it as more effective than individual coaching (Maseko et al, 2019). Positively framed team coaching promotes more creative and collaborative work climates by facilitating stronger peer relationships that enable teams to effectively develop and use collective knowledge (Rousseau et al, 2013;Huang & Hsieh, 2015).…”

Management Coaching: A Systematic Review of Scientific Articles Available in SCOPUS

“…El décimo artículo, presentado por Maseko et al (2019), es una investigación realizada en South África que tuvo como muestra a 07 personas. El método utilizado fue de investigación cualitativa constructivista.…”

“…Asimismo, tenemos investigaciones realizadas con enfoque cualitativoy mixtos, entre ellas a Lyonsy Bandura (2021), Wiginton y Cartwright (2020), Echeverri 2020), Maseko et al (2019), quienes afirman y coinciden en sus trabajos que la aplicación del coaching gerencial a través de prácticas, trabajos en equipo yteorías relacionadas al entrenamiento de los líderes, permitin que se conozca mejor a la organización, y a partir de allí se generan los resultados esperados entre los gerentes, colaboradores y organización.Asimismo Wiginton y Cartwright (2020), señalan que los gerentes no deben subestimar los atributos individuales y de entrenamiento empresarial que tengan sus colaboradores, ya que para muchos es un don tener habilidades gerenciales en todo nivel.…”