Ivey Publishing
Comair South Africa: Team Coaching Taking Off
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11 pages (8 pages of text)
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Case (Field)
In May 2019, the head of Organizational Development and Talent for Comair Limited (Comair), was contemplating the dilemma of stimulating higher buy-in for team coaching—a program in formal leadership development emphasizing collaboration and shared responsibility. The long-standing chief executive officer (CEO) had just resigned. He had focused over the last few years on enabling a leadership style of collaboration where departmental silos would be removed and management structures would evolve to reflect a new way of working along functional rather than departmental lines. The head wondered how she could promote team coaching to a new CEO, and specifically, how she could help stimulate more interest and buy-in for team coaching. What could be done to help the teams that had undergone team coaching to sustain the newly learned behaviours, especially when the pressure was high?
Learning Objective:
This case can be used in graduate level courses in human resource management, in management development programs, or in short executive education courses focusing on organizational development, organizational behaviour, human resources management, and team dynamics. This case allows students to consider how team coaching can be used in achieving an organization’s strategy and to analyze elements of a successful team-coaching process. After completion of the case and class discussion, the students should be able to
  • evaluate how team coaching can fit into an airline’s strategy;
  • identify building blocks for a successful team coaching strategy; and
  • analyze metrics around a team-coaching strategy.
Organizational Behaviour/Leadership,  International
Transportation and Warehousing
South Africa, Large, 2019
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