Jun' 23
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Effective Executive
ISSN: 0972-5172
A 'peer reviewed' journal distributed by EBSCO and Proquest Database
It is a quarterly journal designed to provide emerging ideas and issues in the management leadership areas. Presents papers, interviews, debates, case studies, and corporate reports that have bearing on organizational leadership and leadership growth in organizations.
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Coaching and Leadership for Innovation and Future-Ready Organizations
The relevance and value of coaching and other development support delivered, instigated or received by busy directors and boards can depend upon whether it reflects their requirements, priorities and distinct directorial responsibilities and accountabilities in the situations, circumstances and contexts in which they operate, and the challenges and opportunities that confront them. It should reflect their availability and preferences, the distinction between direction and management, the differing perspectives and involvements of executive and non-executive directors, changing requirements during transition and transformation journeys, and the need for adaptation, resilience, innovation, entrepreneurship, collaboration and collective responses to multiple challenges, existential threats and related opportunities. Directors and boards often find it difficult to identify potential sources of current, relevant and authoritative advice. The provision, relevance and potential value of coaching and other development support should reflect director and board agendas, ethical and other dilemmas they face, and issues and questions they and their leadership teams might or ought to consider.
Factors Affecting Marginalization and Discrimination of Women in Senior Leadership: An Exploration of the Manufacturing Industry in South Africa
This paper investigates the factors contributing to the underrepresentation, marginalization, and discrimination of women and black females in senior and executive leadership positions in the South African manufacturing sector. Despite constituting 44.6% of the economically active population, women only hold 26% of the top managerial positions. Similarly, black women (encompassing black African, Colored/Camissa/mixed-race, and Indian/Asian women) make up 40.7% of the economically active population, but only occupy 12% of top management positions. Using a qualitative research approach, this study conducted 13 in-depth semi-structured interviews with male and female senior and executive leaders from seven manufacturing organizations. The findings revealed that the lack of representation of women in senior roles is due to organizational and sector-specific factors like discriminatory hiring and promotion procedures, resistance to change, and the prevalence of an "old boys' club" culture. Moreover, the study highlights that black women encounter even greater discrimination in all of these areas.
Why the Leader May Need Remedial Coaching
The paper highlights some of the reasons which may have prompted a need for remedial coaching for an executive. It is organized into two parts: part one focuses on precipitating organizational factors, and the second part considers more deeply embedded existential factors, which may have led to the need for an executive to receive coaching or perhaps counseling. The terms 'client' and 'coachee' are used interchangeably to refer to the person being coached. The terms 'executive' and 'leader' are also used interchangeably to refer to a person appointed to a position of power and influence across all types of organizations, whether private, public, academic, political, or governmental.
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