Date
4-7-2026
Department
Graduate School of Business
Degree
Doctor of Philosophy in Business Administration (PhD)
Chair
Michael Knight
Keywords
coaching adoption, executive coaching, leadership development, leadership effectiveness, leadership transformation, Sub-Saharan Africa
Disciplines
Business
Recommended Citation
Muga, Gladys Wahito, "The Underutilization of Executive Coaching as a Leadership Development Tool in the Financial Industry in Sub-Saharan Africa" (2026). Doctoral Dissertations and Projects. 8101.
https://digitalcommons.liberty.edu/doctoral/8101
Abstract
This study entailed an investigation of the underutilization of executive coaching as a leadership development tool in the financial sector of Sub-Saharan Africa, where leadership challenges have hindered organizational growth and transformation. The researcher aimed to identify barriers to coaching adoption, examine leaders’ perceptions of its value compared to other development initiatives, and propose strategies to enhance its acceptance and effectiveness. Grounded in transformational leadership theory, the researcher explored how executive coaching contributes to leadership and organizational performance in emerging markets. Using a constructivist paradigm and a flexible qualitative single case study design, data were collected from 139 purposively selected participants, including 13 HR executives, 69 non-HR executives, and 57 certified coaches. Open-ended online questionnaires and archival data were analyzed using NVivo and reflexive thematic analysis, with triangulation ensuring validity and reliability. Findings revealed three major themes: barriers to coaching adoption, including financial constraints, cultural resistance, and systemic regulatory challenges; positive perceptions of coaching, particularly among those with direct experience; and strategies for effective adoption, emphasizing senior leadership support, organizational sponsorship, cultural alignment, and local capacity building. The researcher concluded that sustainable executive coaching depends on context-specific, culturally aware approaches supported by institutional commitment. These findings provide practical guidance for policymakers, HR professionals, and organizations seeking to enhance leadership effectiveness and organizational growth in the African financial sector.
