Theme 1: Biographical data is not a differentiator in the executive coaching process

In many helping relationships, biographical data including race, age and gender is viewed to better enable the relationship (Abramowitz et al, 1982). It is assumed then that the same could be true for executive coaching.

South Africa is a complex society imbued with a multicultural, multilingual and multiracial nation. It is made further complex in that culture and language is not defined by race. Thus, assumptions could be made that because individuals are of the same race, the coaching process and outcomes will be positive. When considering the data across all eight case studies this was not the case.

When looking at the findings of the various cases outlined in Chapter 4, all coaches and coachees clearly stipulated that, they had benefitted from coaching and that the outcomes, process and relationship had, in their view, been successful. The demographics, however, of each case are very different, with the exception of Case 7 and Case 8 with similar biographical data.

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Table 47: Biographical differences in each case

Case Age Race Gender Culture Language

Case 1 X X X X Case 2 X X X Case 3 X Case 4 X X X Case 5 X Case 6 X X X Case 7** Case 8**

**Similar in biographical data

Table 47 indicates the various differences amongst the respondents in each case. In Case 1, there were differences regarding age (with an age difference of 26 years), gender, culture and home language. In Case 2, there were differences gender, culture and home language; however, the age was quite similar. In Case 3, there were differences only in gender. In Case 4, there were differences in gender, culture and home language. In Case 5, there was a difference in age of 12 years; however, the other biographical data was similar. In Case 6, there were differences in race, culture and home language. In Case 7, there were no biographical differences and in Case 8, there were no biographical differences.

Case 6 was the only case where the respondents were of different race groups – black and white. This is perhaps most important as research has indicated that people generally choose, are more comfortable with and have better outcomes from a helping relationship where individuals are of the same demographics (Ensher et al, 2002). However, no biographical data was a concern for this dyad, with Adam clearly indicating the positive change he had experienced in his life due to coaching. When considering this further in accordance to the study by Ensher et al (2002) one would

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assume that Case 7 and 8 may have had a more fulfilling process or better outcomes as they were of the same race, age, language, culture and gender. The respondents in both of these cases indicated positive outcomes and a positive process but nothing very different to those cases where there were biographical differences. Thus, biographical differences did not appear to impact on the executive coaching process.

The study conducted by Ensher et al, (2002) focused on diversity within the mentorship relationship. The findings indicate that attitudinal similarity was more important to the quality of the relationship than demographic similarity. Both Emma in Case 1 and Sally in Case 7 stated that they viewed the similar values between themselves and their coachee/coach to be an important factor. Values and attitude were not the focus of this study. However, the executive coaching process may be influenced by values and attitudes.

Half of the cases had dichotomous gender pairing. Again, no coachee indicated that this was a conscious choice. Thus, gender differences did not appear to impact on the executive coaching process. Case 3 demonstrated similarities in biographical data regarding language, culture and age. The only difference was gender. Neither party viewed the biographical gender difference as being a key differentiator in the coaching relationship. Both parties clearly stated that the relationship and process was beneficial with the outcomes met. It must be noted that Rose, the coachee, attributed much of her behavioural change to Walter. It is questionable whether this deference to Walter is due to the gender difference in the dyad, which may stem from an Afrikaans cultural norm that is more patriarchal (McClintock, 1993) or if it is due to Rose’s personality or due in fact, to the coaching process.

The coachees in Case 1 and Case 2 indicated that the language and the difference in culture could have been problematic – Afrikaans and English – but that it was not. Culture and language do not appear to have impacted on the executive coaching process.

In Case 8, the coachee stated that she believed that the fact that she and her coach had similar demographics, in that they were both mothers, wives and worked for the

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same organisation, aided the executive coaching process: “I think probably on the things like, we’ve got children, and we can connect through a common base, and you know, having been married and been working for (organisation) for so long, so there’s a lot of areas that I think we can connect onJ”

A biographical detail that was mentioned, which could have an impact on the executive coaching process was the coach’s work/corporate experience. Sally in Case 7 stated: “Jwhat was very good for me was Harriet had a very strong corporate background. Yes, so she was able to help me, because I’m in a corporate. So her worldview and mine is the same, so she was able to really understand the depth of my issues, and the complexity of my issuesJI knew she came from a place of knowing.”The Ridler Report (Ridler & Co., 2013) states that the coach’s business experience is important in the coaching relationship as it builds credibility.

Walter, the coach in Case 3 and Case 4 stated that, as a coach, he believed that there should be better matching of coachee to executive coach based on biographical data, experience and social stature. That the coach and coachee’s “Jworldviews should be the same.” It is questionable whether differences in biographical data allow for a challenge in the coaching relationship due to a different worldview; however, this is beyond the scope of this research. What is evident according to this study; however, is that matching on biographical data does not produce a better relationship, process or coaching outcomes.

Conclusion

Despite similarities and/or differences in biographical data, all parties viewed the relationship and process as beneficial with the coaching outcomes achieved. What is evident is that there was no substantial difference in the relationship, process or achievement of outcomes with those who were more similar biographically than to those who were dissimilar. Thus, biographical similarities and matching does not appear to be a precursor to a positive relationship in executive coaching. It may be beneficial to measure similarities in values and attitudes.

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5.2 Theme 2: Perceptions of similarity in personality between the executive