Linking the psychological contract to success in management consulting

Chelliah, J; Davis, D

Linking the psychological contract to success in management consulting

Chelliah, J

Davis, D

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Publisher:: British Academy of Management
Publication Type:: Conference Proceeding
Citation:: Conference Proceedings 2007 British Academy of Management (CD), 2007, pp. 1 - 11
Issue Date:: 2007-01

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Field	Value	Language
dc.contributor.author	Chelliah, J https://orcid.org/0000-0003-2351-3784	en_US
dc.contributor.author	Davis, D	en_US
dc.contributor.editor	Radnor, Z	en_US
dc.contributor.editor	Thomas, H	en_US
dc.contributor.editor	Cartwright, S	en_US
dc.date	2007-09-11	en_US
dc.date.issued	2007-01	en_US
dc.identifier.citation	Conference Proceedings 2007 British Academy of Management (CD), 2007, pp. 1 - 11	en_US
dc.identifier.isbn	0-9549608-3-1	en_US
dc.identifier.uri	http://hdl.handle.net/10453/7667
dc.description.abstract	Our underlying proposition is that self-employed management consultants, who meet the psychological contracts of their clients, are more likely to secure further engagements and referrals than those who meet only the technical assignment requirements. We develop three propositions: 1. The importance of the psychological contract in a consulting assignment depends on the engaging executive s motivation for engaging the consultant. 2. Skills related to emotional intelligence can help the consultant to understand and reveal the psychological motivation and other psychological expectations of the engaging executive. 3. The consultant s competencies should be congruent with psychological expectations of the engaging executive s psychological contract for a successful consultancy outcome. A conceptual model of the consulting process that incorporates the key ideas in the paper is presented.	en_US
dc.publisher	British Academy of Management	en_US
dc.relation.ispartof	Conference Proceedings 2007 British Academy of Management (CD)	en_US
dc.relation.ispartof	British Academy of Management Conference	en_US
dc.title	Linking the psychological contract to success in management consulting	en_US
dc.type	Conference Proceeding
utslib.location	London, UK	en_US
utslib.location.activity	Warwick University UK	en_US
utslib.for	150312 Organisational Planning and Management	en_US
utslib.for	150308 International Business	en_US
utslib.for	150305 Human Resources Management	en_US
dc.location.activity	Warwick University UK	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.place-of-publication	London, UK	en_US
pubs.start-date	2007-09-11	en_US

Abstract:

Our underlying proposition is that self-employed management consultants, who meet the psychological contracts of their clients, are more likely to secure further engagements and referrals than those who meet only the technical assignment requirements. We develop three propositions: 1. The importance of the psychological contract in a consulting assignment depends on the engaging executive s motivation for engaging the consultant. 2. Skills related to emotional intelligence can help the consultant to understand and reveal the psychological motivation and other psychological expectations of the engaging executive. 3. The consultant s competencies should be congruent with psychological expectations of the engaging executive s psychological contract for a successful consultancy outcome. A conceptual model of the consulting process that incorporates the key ideas in the paper is presented.

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http://hdl.handle.net/10453/7667