Abstract
PurposeThe field of organizational consulting is often criticized for the lack of data supporting the practice and limited understanding of individual characteristics required for consultants to make a positive impact on organizations. The aims of this study were (1) to identify existing evidence on consultants’ knowledge, skills, abilities and other personal attributes (KSAO) related to organizational consulting effectiveness and (2) to lay the foundation of an empirically derived competency framework for effective consulting.Design/methodology/approachA scoping review of scientific peer-reviewed papers published between 1973 and 2023 and exploring attributes of the consultant related to consulting effectiveness was carried out among three academic databases and one consulting-specific journal. Content analysis was conducted in NVivo using an inductive/deductive approach.FindingsIn total, 32 single individual characteristics were extracted from 13 empirical papers and organized into 3 broad categories: (1) knowledge, (2) skills and abilities, and (3) other personal attributes. Results showed that skills and abilities have received the most attention from scholars, emphasizing the importance for consulting training programs to focus on the development of process-related and relational skills. Knowledge and personal attributes, including personality traits, were marked by a paucity of research.Originality/valueThe findings laid the foundation of a first data-based competency model for consulting effectiveness, useful for both researchers and practitioners. The current review identified gaps in the literature and highlighted opportunities for consolidating research in the field of organizational consulting.
Published Version
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