C Klynsmith, L van der Vaart, M W Stander
Abstract
The FMCG industry faces unique challenges, including intense competition and high employee turnover. Yet research on effective leadership approaches in this context remains limited. While the leader-as-coach model enhances employee performance and well-being, existing competency frameworks lack industry-specific focus and comprehensive integration of knowledge, skills, and attitudes. This study explores sales representatives’ expectations of leader-as-coach competencies within the FMCG environment. Using qualitative methodology, semi-structured interviews were conducted with 13 sales representatives from a South African FMCG organisation across diverse geographical regions and sales channels. Content analysis revealed five core competency themes: cultivating a purpose-driven mindset, building strong business insight, fostering empowerment, demonstrating social competence, and maintaining ethical standards. Key findings challenge conventional coaching wisdom by emphasising the importance of industry-specific knowledge and firsthand FMCG sales experience. Sales representatives expect leaders-as-coaches to possess a practical understanding of retail processes, customer dynamics, and market complexities. Essential skills include strategic planning, knowledge transfer, constructive feedback delivery, and immersive coaching. Attitudinal traits encompass emotional intelligence, interpersonal presence, and ethical integrity. The study contributes a comprehensive, industry-specific competency framework supporting enhanced recruitment, targeted leadership development, and structured succession planning. This framework supports FMCG organisations in developing coaching cultures, balancing performance demands with employee well-being, and strengthening their competitive advantage.