Linking the psychological contract to success in management consulting

British Academy of Management
Publication Type:
Conference Proceeding
Conference Proceedings 2007 British Academy of Management (CD), 2007, pp. 1 - 11
Issue Date:
Full metadata record
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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