Original Research

Team coaching in the workplace: Critical success factors for implementation

Badelisile M. Maseko, Rene van Wyk, Aletta Odendaal
SA Journal of Human Resource Management | Vol 17 | a1125 | DOI: https://doi.org/10.4102/sajhrm.v17i0.1125 | © 2019 Badelisile M. Maseko, Rene van Wyk, Aletta Odendaal | This work is licensed under CC Attribution 4.0
Submitted: 04 October 2018 | Published: 30 April 2019

About the author(s)

Badelisile M. Maseko, Department of Industrial Psychology and People Management, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa
Rene van Wyk, Department of Industrial Psychology and People Management, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa
Aletta Odendaal, Department of Industrial Psychology, University of Stellenbosch, Stellenbosch, South Africa


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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.


Keywords

team coaching; team coaching enablers; team coaching constraints

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