Original Research

A pilot study on the role of artificial intelligence coaching in support of well-being in high-pressure asset management environment

Lynn Lekay, Nicky Terblanche
SA Journal of Human Resource Management | Vol 24 | a3551 | DOI: https://doi.org/10.4102/sajhrm.v24i0.3551 | © 2026 Lynn Lekay, Nicky Terblanche | This work is licensed under CC Attribution 4.0
Submitted: 11 January 2026 | Published: 26 June 2026

About the author(s)

Lynn Lekay, Department of Economic and Management Sciences, Stellenbosch Business School, Cape Town, South Africa
Nicky Terblanche, Department of Economic and Management Sciences, Stellenbosch Business School, Cape Town, South Africa

Abstract

Orientation: Investment professionals operate in high-pressure environments characterised by market volatility, demanding performance expectations and limited access to support structures.
Research purpose: These conditions increase stress, impair emotional regulation and judgement and weaken individuals’ ability to pursue well-being. While organisational coaching could help, it is costly, time-consuming and difficult to scale, leaving organisations with limited mechanisms to help employees manage the psychological strain associated with high-performance financial work.
Motivation for the study: This study therefore investigated whether artificial intelligence (AI) coaching could offer practical, affordable support for well-being and goal attainment within the asset management industry.
Research approach/design and method: This qualitative study used thematic analysis of semi-structured interviews with 10 South African investment professionals who engaged with an AI coaching chatbot over 4 weeks.
Main findings: Four themes were identified: Ease of use and accessibility; reflection, self-awareness and well-being; accountability and goal attainment and tensions between AI coaching and human coaching. The findings show that the chatbot supported participants by prompting reflective thinking, enhancing emotional awareness, offering structured accountability and providing immediate support during stressful moments. Limitations emerged around the absence of empathy, richer insight and the more subtle understanding typically offered by human coaches.
Practical/managerial implications: These insights suggest that AI coaching could be effective when used within a blended developmental approach, where AI delivers continuous, low-cost support and human coaches facilitate deeper emotional and interpersonal work.
Contribution/value-add: The study contributes practical guidance for organisations seeking scalable ways to strengthen resilience, performance and well-being in high-pressure investment environments.


Keywords

AI coaching; artificial intelligence; well-being; asset management; artificial intelligence coaching

JEL Codes

J24: Human Capital • Skills • Occupational Choice • Labor Productivity

Sustainable Development Goal

Goal 4: Quality education

Metrics

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