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This study aims to examine the effect of coaching on teamwork, using a quantitative approach to test whether there are significant differences. The research sample was 15 employees who joined in one teamwork at the same company. The results show that the correlation between before using coaching and after its use is very strong and significant. So that it can be said that there is a significant difference in teamwork after being given coaching. Thus it is proven that coaching affects teamwork performance. Results are seen three months after coaching is taught. This is intended to see whether it can really be applied to the work team. The results found that there were very significant differences in the work team before and after coaching was taught.

Entrepreneurship is a critical driver of economic growth, particularly in developing regions like Gauteng, South Africa. Small and Medium Enterprises (SMEs) contribute significantly to job creation, innovation, and economic sustainability, yet many faces persistent challenges such as strategic mismanagement, limited leadership skills, and resource constraints. This study investigates the role of coaching as a strategic intervention to enhance entrepreneurial development and foster sustainable business practices among SME owners in Gauteng. Guided by a qualitative, phenomenological approach, the study draws on the interpretive paradigm to explore the lived experiences of 15 SME entrepreneurs who have participated in formal coaching programs. Data were collected through semi-structured interviews and analysed using thematic analysis. The findings reveal that coaching significantly enhances entrepreneurs' strategic thinking, leadership capabilities, and adaptability, enabling them to make informed decisions that drive long-term sustainability. The study underscores the need for targeted coaching programs tailored to the unique challenges of SME entrepreneurs in Gauteng.

The aim of this study is to know the impact of coach training on coaches' personal and professional lives in various areas of development. A self-report questionnaire and an interview methodology were used to collect data using a within-subject design. The results of the study show that there is a significant improvement in the various areas of development impacting both the personal and professional life of the coach in a positive manner. The practical implications of the study are further discussed.

Entrepreneurship is a critical driver of economic growth, particularly in developing regions like Gauteng, South Africa. Small and Medium Enterprises (SMEs) contribute significantly to job creation, innovation, and economic sustainability, yet many faces persistent challenges such as strategic mismanagement, limited leadership skills, and resource constraints. This study investigates the role of coaching as a strategic intervention to enhance entrepreneurial development and foster sustainable business practices among SME owners in Gauteng. Guided by a qualitative, phenomenological approach, the study draws on the interpretive paradigm to explore the lived experiences of 15 SME entrepreneurs who have participated in formal coaching programs. Data were collected through semi-structured interviews and analysed using thematic analysis. The findings reveal that coaching significantly enhances entrepreneurs' strategic thinking, leadership capabilities, and adaptability, enabling them to make informed decisions that drive long-term sustainability. The study underscores the need for targeted coaching programs tailored to the unique challenges of SME entrepreneurs in Gauteng.

The aim of this study is to know the impact of coach training on coaches' personal and professional lives in various areas of development. A self-report questionnaire and an interview methodology were used to collect data using a within-subject design. The results of the study show that there is a significant improvement in the various areas of development impacting both the personal and professional life of the coach in a positive manner. The practical implications of the study are further discussed.

This study aims to examine the effect of coaching on teamwork, using a quantitative approach to test whether there are significant differences. The research sample was 15 employees who joined in one teamwork at the same company. The results show that the correlation between before using coaching and after its use is very strong and significant. So that it can be said that there is a significant difference in teamwork after being given coaching. Thus it is proven that coaching affects teamwork performance. Results are seen three months after coaching is taught. This is intended to see whether it can really be applied to the work team. The results found that there were very significant differences in the work team before and after coaching was taught.