Executive performance: a framework for executive coaching in Uganda

DProf thesis

Njuba-Bwaya, N. 2017. Executive performance: a framework for executive coaching in Uganda. DProf thesis Middlesex University Institute for Work Based Learning
TypeDProf thesis
TitleExecutive performance: a framework for executive coaching in Uganda
AuthorsNjuba-Bwaya, N.

As the world is becoming more globalised, there is pressure to deliver better results using fewer resources. As such, performance of executives is core for the survival of organisations. This thesis is an ethnographic case study of corporate executives in Uganda, and what it takes to get the executives to perform. With a Ugandan culture lens, I examine the determinants and obstacles of executive performance, and I propose a framework for coaching for performance. I used a qualitative research design and case study approach, and gathered data from 69 middle and top corporate executives in 22 organisations, and 10 coaching-practitioners. I employed purposive, snowball and convenience sampling techniques. Semi-structured interviews, client and coach records, and literature reviews informed this study. The thesis also draws on my 18 years of experience as a corporate executive at different levels, 9 as an executive coach, and 4 years of scientific research. The study revealed that: 1) Ugandan executives do perform under the ‘right’ conditions. 2) Performance is mostly dependant on: the leaders’ background, experience, ethos, mind-set, and motivation. 3) The major obstacles to performance are typically poor work ethics, and socio-cultural factors such as: disabling beliefs; executives’ perceptions about self, about their leaders, and about performance; and lack of a sense of urgency. The framework I propose combines a self-assessment tool showing 8 critical pillars of executive performance, and a goal alignment model for igniting intrinsic motivation to perfom. I recommend: A change in focus from performance interventions directed at knowledge and skills building, to those targeting mind-set and attitude change of executives at top and middle management levels; and a deeper consciousness about socio-cultural issues underlying the performance environment. I also recommend areas for further study including: testing the effectiveness and effects of the proposed framework.

Research GroupWork and Learning Research Centre
Department nameInstitute for Work Based Learning
Institution nameMiddlesex University
Publication dates
Print31 May 2017
Publication process dates
Deposited31 May 2017
Accepted18 May 2017
Output statusPublished
Accepted author manuscript
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