i need to add two paragraphs in my research about * Strategic perspective and * Collaboration (Servant leadership) it is between Driving for result and Walk the talk

IMPORTANT SKILLS FOR A COLLABORATIVE CONSULTING TO MASTER 23

Important Skills for a Collaborative consulting to Master

Introduction

This paper explores the leadership skills, tools and behaviors that are critical for collaborative consulting. Collaborative consultancy is where there is independent relationship and the control is being shared and management works hand in hand with the consultant. The success and efficiency of the project is linked with the ability of client to influence and contribute to the project, where the benefits and risks are shared. The aim of this paper is to find out skills, behaviors and tools of leadership that are significant for the collaborative consultant. Leadership is to inspire the employees, clients and individuals to what a leader want them to do (Gupta, 2011). In order to be effective implementing change, the consultant needs to reveal extraordinary leadership skills to collaborate with the consulting client to work with consultant and bring changes.

Effective Leadership

Effective leadership begins with self development: motivation, understanding the perceptions, leadership style and strengths and weakness within a leader. This lays a strong base on which the leadership skills are built (Goncalves, 2013). Most of the great leaders invest time in developing interpersonal skills and these skills include communication, relationship building and team building. In order to lead the clients, the collaborative leader needs to create connection with them and cultivate the sense of trust (Mumford, Campion & Morgeson, 2007). Communication is significant when consulting with the clients from different cultural background.

Consultants are engaged in working with the project teams, being able to foster the collaboration, the ability to assess the group dynamics and resolving conflicts are the critical skills. It is not enough to have the leadership skills, but the consultant need to demonstrate these skills effectively while interacting with the clients (Harper, 2011). The leadership traits that a consultant must possess while consulting with the clients are gaining trust of client, problem solver, mentor, team player and optimist. Leading the clients trust is the basic tool that a consultant must possess and it is essential for demonstrating the ethical practice. The collaborative consultant needs to be truthful and hold himself accountable for his actions. Problem solving helps the consultant to build a reputation for being resourceful and to help in the hard situations, and this the most desirable quality for a leader and collaborative consultant in an organization. It adds value to the client (Germain, 2012).

Traditional consultants focused solely on the specific reasons for consultation, the collaborative consultants need to suggest the solution while collaborating with the clients. The consultants are perceived to be an expert in their field and this is the reason why they are hired by the client that lacks the in-house expertise (DiPietro, Severt, Welsh & Raven, 2008). Acting as mentor is the basic leadership tool and the consultant should posses this skill to solve the client’s problem through sharing their knowledge and skills with confidence (Germain, 2012). As the leaders who are mentors understand that sharing their knowledge and developing others does not decrease or diminish their knowledge but is the source to enhance leader’s reputation as effective leader. Collaborative efforts are respected by both the employees and the clients instead of selfishness (Lin & Tseng, 2013).

Effective leaders not only recognize the strengths of the followers, but they build teams by combining different skills and talents so that a project can be completed or organizational goal can be achieved. They build the effective teams and reinforce them based on their intrinsic and extrinsic needs so that people can be motivated to perform efficiently (Germain, 2012). Employees and clients like to be around those who encourage them and are upbeat, these are the positive energies that leader must possess (Northouse, 2010).

Consultants do not manage others work through which they can demonstrate the leadership skills but by acquiring and adopting the leadership skills they can lead in approximately every setting (Nye, 2013). Being leader make the consultant effective and develops clients confidence that consultant has the necessary skills to effectively bring changes and solutions.

Collaborative Consultancy

Collaborative consultancy is defined by the process, rather then what a leader does. It is associated with servant leadership and transformational leadership. Collaborative leadership is the process to bring suitable people at a platform in constructive ways with the information that they will create synergy, authentic vision and different strategies to address the common concern of the society or the organization (Sims, Faraj & Yun, 2009). Collaborative leadership can be applied in almost every situation and is practiced in successful businesses and can be observed in the initiative and community coalitions in human service organization and community based health and in alternative education. Collaboration is useful particularly in the situation when there is no one in charge, the situation is complex and information is not available for bringing the change (Schyns & Schilling, 2011). This means that no single person is responsible, but shares the responsibility to successfully resolve the problem. Collaborative consultancy can be characterized by some traits and the most important are collaborative problem solving and decision making, open process and leadership of process. It is not the job of a collaborative consultant to decide what to do and they communicate it to the client, rather they consider the problem along with the client and then a decision is made about what to do and the consultant helps the client to focus his efforts (Yukl, 2012). Collaborative consultancy is an open process in which the decisions are made truly collaborative and do not sets the end point when it is beginning. The end result or the solution to client’s problem is sorted by the participation of the consultant and client. The purpose of collaborative consultancy is to facilitate the collaborative process for solving the situation rather than leading the client to the particular solution or providing them particular direction.

Collaborative consultant is the person providing the services that are different from that of the traditional Consultancy services, as a consultant the collaborative consultant facilitate the coaching, training or mentoring through collaborative approach. The collaborative consultant identifies the real causes of problem quickly with the organization; cultivate the participation and commitment that is required for implementing the action plan that is needed for solving the problems (Gable, 1996). The collaborative consultant is responsible for generating the deep learning and involvement of all the interested parties including the client as well as the employee of the organization (Poulfelt & Payne, 1994). The collaborative consultancy is done in explicitly clear and defined process implicitly in unfolding manners. The collaborative consultant addresses the prolonged complex situations through collaborative consultancy. This paper aims to investigate how the leadership tools, behaviors and skills can enhance the effectiveness of the collaborative consultancy.

The five leadership tools, skills and behaviors that a collaborative consultant must have are

* Inspire and motivate others ( Transformational Leadership Style)

* Driving for result

* Strategic perspective

* Collaboration (Servant leadership)

Walk the talk

Inspire and Motivate Others

The collaborative consultants who want to lead others are effective in motivating and inspiring the clients or the project team in which they are working. They must energize the clients to achieve and accomplish the difficult task (Yukl, 2012). Without inspiration the project team or the client cannot perform adequate level of the job. Inspiration acts as focus, unlocks the extra efforts that can create difference between success and failure. The collaborative consultant should find the ways through which they can motivate and inspire the clients. This tool can help the collaborative consultant to adopt the transformational leadership style (Butler & Chinowsky, 2006).The critical behavior to success is to drive for results; some of the consultants are all push and no pull that will surely reduce the motivation (Geib & Swenson, 2013).

The collaborative consultant while providing the consultancy services should bring healthy balance between the pull and push behavior. In order to keep the client or the project team focused and stretched for priority goals the collaborative consultant should be effective in driving the results (Yeung, Ong, Davies, Gao & Perkins, 2012). By establishing the standards of excellence the collaborative consultant will not have to ask the client about high performance or continuous consultation.

Driving for Result

Driving for result, motivation and inspiration focused on the behavior of the activity to happen, strategic perspective focuses on directing the activity. The collaborative consultant must provide the sense of direction to the client as the leader do for the employee’s satisfaction and commitment (Murph & Ensher, 2008). The collaborative consultant should portray a clear picture of the activities that client should perform periodically to handle the situation and accomplishment of goal. Like the effective leader a collaborative consultant can also use the reinforcement techniques (Reward and Punishment) for leading the client to an appropriate solution.

Most common challenge of the day is collaboration and being the collaborative consultant it is the essential tool. The collaboration between consultant and client, project teams or the organization with which the consultant is working plays a vital role. For the leader this trait is important when allocating the resources where as the collaborative consultant need to allocate the information and consultancy that must be collaborative with the interest of the other party or the client. This will facilitate the consultant to reduce the frustration, conflicts and lack of synergy (Hmieleski & Ensley, 2007). The collaborative consultant can create positive and productive work environment.

Walk the Talk

Walk the talk is the key behavior that creates satisfaction and commitment in the clients and is basic skill of acting with integrity and being honest (Gehring, 2007). As the leader, acting as a role model for the employee is the same as the case with the collaborative consultants. Cynicism and lack of trust occurs when the collaborative consultants say one thing and do another.So, walk the talk is important for the collaborative consultant (Skogstad, Einarsen, Torsheim, Aasland & Hetland, 2007).

Skills and Behaviors

Other tools, skills and behaviors to be mastered by the collaborative consultant can be creativity, knowledge management, charisma and flexibility. In order to be effective the collaborative consultant should also posses the charisma and creativity so that they can influence the client and can bring and implement the change through collaborative efforts (Butler & Chinowsky, 2006). Adaptiveness or flexibility can be an important tool for the collaborative consultant in such a turbulent environment. The collaborative consultant should have the ability to solve the problem and make decisions quickly for initiating and fostering the change (Murph & Ensher, 2008).

Leadership is to inspire the employees, clients and individuals to what a leader want them to lead. In order to be effective implementing change and development, the consultant needs to reveal extraordinary leadership skills to collaborate with the consulting client, to work with consultant and bring changes (Zhang, Li, Ullrich & Dick, 2013). Effective collaborative consultancy begins with self-development: motivation, understanding the perceptions, leadership style and strengths and weakness within a leader. This lays a strong base on which the collaborative consultancy skills are built. The problem arises when most of the collaborative consultant invests time in developing the interpersonal skills include relationship building and team building (Schyns & Schilling, 2011). In order to lead and motivate the clients the collaborative leader needs to create connection with them and cultivate the sense of trust. This paper suggested some of the critical tools, behaviors and skills of leadership that collaborative consultant can use to enhance effectives and to distinguish themselves from traditional consultants.These tools have direct and positive impact on the relationship between collaborative consultant and client (Nwabueze, 2011).

Management Consultants

The external management consultants are more and more used by the management and in almost all the industrial sectors, in which they serve the diverse range of areas including human resource management, logistics, project planning and marketing (Jang & Lee, 1998). Management consultancy is rapidly growing business; the average rate of growth is about 15% per year making the global consultancy business of more than 200 billion dollars (Information, 2008).Due to the industrial growth the consultancy firms are facing different problems like increase sophistication of managing projects in organizations and the clients insists the project completion to be favorable (Jang & Lee, 1998).The success factors of consultancy projects from the client as well as the consultant sided has been studied in literature. Some of the direction of client-consultant relation are explored and most of these studies has focused on the success (Appelbaum, S.H. & Steed, A.J., 2004), Perception (Gable, 1996), experiences (Poulfelt & Payne, 1994), engagement success (Wright & Kitay, 2002), performance indicators (Kumar, V. & Simon, A., 2001) and client-consultant collaboration (Smith, 2009). According to Katz & Martin (1997) the collaboration concept has been taken for granted and everybody is aware of it. When the definitions of management consultancy are considered there is no collaboration among the consultant and the client included. In the definition of management consulting by Greiner & Metzger (1983) the emphasis is on identifying, analyzing and recommending the solution to the management problem in an independent manner.

According to Kubr (2002), management consulting is basically the independent advisory services that asses the organization and the management for achieving the organizational purposes and objective by providing the solution to business problems, enhancing learning, seizing opportunities and implementing change. One of the past research study that focused on the collaborative relation between the client and the consultant was by Schaffer (2002). He argued that when the consultants are hired by the clients, they operate under a specific model that does not allow both the parties to achieve collaboration. He also said that the consultant just work for client not with the client (Schaffer, 2002). According to Kubr (2002) “consulting the client without collaborative consultancy is not effective”. Smith in 2009 stated that collaboration between consultant and client is valuable only when it neither does nor cross the independency boundary (Kubr, 2002). This paper will consider the tools, behaviors and skills that are significant for collaborative consultancy.

Leadership and Trait Theories

Society has been interested to the leadership for thousands of year but the scientific study of leadership started in the start of 20th century. Different approaches of leadership have been taken in to account; these approaches can be mainly classified as, situational, traits, behavior and power influence approach (Warrick, 2011). Leadership can be defined as non coercive behavior of the individual to influence when he or she is coordinating and directing the activities of group in order to accomplish the shared goals. In past decades the research focused new leadership (Strange, 2007). Most of the studies have found that high performance standards can be achieved under transformational leadership and there is high correlation between effectiveness and charismatic leadership and there is increased self assurance and the employees working voluntarily for longer hours due to the influence of charismatic leadership (Jandaghi, Matin & Farjami, 2009).

There are some issues that have controversial history than the traits and characteristics of leadership. 19th and 20th century’s mainly focused on the Great Man leadership approach (Butler & Chinowsky, 2006). These theories contended that most of the qualities of leaders are inherited especially in the people that belong to upper class. The research contented that the leaders are born and not made. These past researches have aided much to the new plausible models as they are endowed with both positive and negative traits (Ling, Simsek, Lubatkin & Veiga, 2008).

Trait theories were evolved from the great man theories (Organ, 1996). The main focus of the trait theories is on the general characteristics of a leader including the motives, patterns of behaviors and capacities, these theories have not argued on whether leadership traits are acquired or inherited. Trait theories asserted that characteristics of leaders are different from the non leaders. Our research will focus on the behaviors and skills and leadership tools that are essential for the collaborative consultants to distinguish them from the other (Peter, G., & James, S, 2013). Consultancy firm must thrive in the environment that is characterized by the unpredictability and uncertainty due to the continuous social, technological, economic and political changes. In such environment the collaborative consultant need to adopt effective leadership style that can help them to provide the consultancy services and the collaborative consultants must transform the practices to sustain success. One of the past studies has defined transformational leadership as a process that renovates and transmutes the organization through new vision and evolves the organizational culture (Böhm, Dwertmann, Bruch and Shamir, 2015). Simola has conducted the research on leadership and emphasized that transformational leadership is the leadership style in which the interested parties interact and are organized at collective purpose in a way that they can transform, enhance and motivate the ethical aspiration and actions of the followers (Simola, Barling & Turner, 2012).

Similarly one research study focused on the result of implementing transformational leadership and their findings indicated that this style of leadership seeks positive transformation for those who follow and in the strategy and structure of the organization that demands changes (Geib & Swenson, 2013). One of research study characterized transformational leadership by different patterns of behavior, first is to gain the trust and respect of the followers and stakeholders. Further charisma provides the sense of mission and common vision vital for the transformational leadership. The second characteristics of transformational leadership are inspiration which is employed by the leader to redirect the employee’s and follower’s efforts. The third characteristics of transformational leader are that they intellectually stimulate the employees through emphasizing creativity and rationality in solving the problems. Finally they treat the subordinates and employees individually by paying them personal attention when necessary and advising and coaching them. One of the researches contrasted transactional leadership style with transactional leadership style, the latter implied that leadership is exchange process in which the autonomous agent might benefits and in turn imply reciprocity (Simola, Darling & Turner, 2012).

Transactional Leadership

Conversely another research characterized the transactional leadership in two dimensions, first is recognition for achievement and second is the active management by exception. Warrick in 2011 conducted the research based on the transformational leadership and concluded that the transformational leaders motivate the employees and organizational members to transcend the self interest to achieve the collective goal. Transactional leaders are said to be the model of integrity, setting clear goals, fairness, providing support, encouraging people, clear goals, high expectations and recognition and stirring the passion and emotions of individuals. They let the people to focus beyond their self interest for achieving higher goals (Warrick, 2011). Transactional leaders can articulate the common organizational purpose in such a way that it can various dimensions of the process. Thus the vision can accentuate the significance of consequence of each activity for its stakeholders and organization (Grant, 2012). By doing so the transformational leader encourages the followers to accept the transformational process and allow attaining the targeted transformation. The success of a transformational leader is based on their ability to appeal for the things that go beyond their self interest and provide the followers with inspiring vision and mission and an identity (Geib & Swenson, 2013). Transformational leadership struggles to nurture the work teams and employees through authentic concerns and respect for the followers. These leaders build organizational cultural collaboration that is based on values including fairness and integrity. Transformational leaders not only develop themselves but their followers too by instilling the need for achievement and self actualization in their followers.

Past studies have identified that certain leadership traits alone does not guarantee success of leadership and the evidence of this research is that effective leaders are distinguished from other people in many aspects of the personality (Nye, 2013). Leaders can be characterized by drive; it includes motivation, energy tenacity, ambition initiatives and ambition. To lead the combat the leader should be competent, demonstrate initiatives, courageous, consistent, understand human nature and inspires others. The leaders can exceed other members of the organization or team through the following aspects: persistence, initiatives, sociability, self confidence, alertness, cooperativeness, adaptability, verbal facility and popularity (Berendt, Christofi, Kasibhatla, Malindretos & Maruffi, 2012). Different researches have been conducted on the traits of effective leaders; one of the researches characterized them as dominance, emotional stability, conscientiousness and agreeableness. These are the traits that provide the idea about the personality of effective leaders.Several researchers identified charismatic attributes as transcendent ideology and vision by measuring the extraversion, ambition, mood and self confidence and concluded that these traits are positively correlated with the emergent leadership.

Personality traits are relevant to the success and effectiveness of a leader and most pertinent are the energy level, stress, self confidence, emotional maturity, internal control orientation and integrity (Strang, 2007). The success of collaborative consultant lies in his ambitious personality that leads his visionary leader to build dreams and greater expansion in unfamiliar and nee territories. Charismatic role is the basic part of leader’s role that determines the vision of the organization and builds commitment to achieve the organizational goals. Leadership without vision is not possible, and the leader aligns his followers with vision of organization to achieve the set goals. Similarly one of the research contended that the philosophy of organization is based on the values and beliefs of the leader (Tsui, Zhang, Wang, Xin & Wu, 2006).

Personality Traits

Past researches revealed that openness to experience; cognitive ability and extroversion were the predictable behaviors of the emergent leaders whereas cognitive ability and conscientiousness were associated with teams. Different researches on the cognitive ability of leaders revealed that they are assets to the leader, as the leader are responsible for different critical tasks as solving problem , developing strategies, motivation and monitoring the employees and environment. It was further suggested that the cognitive ability can affect the leader performance only when he is socially competent (Nwabueze, 2011). Different psychological measures have also indicated the role of effective leader through structured interviews, normal personality, cognitive ability, assessment and stimulations. The accumulated research indicate that there are some of the leadership traits that are associated with effectiveness, including tolerance for ambiguity, persistence, drive, honesty, self confidence, integrity, internal locus of control, motivation, achievement and cognitive ability. Leaders should gather, interpret and integrate large amount of information and these demands are rapidly increasing due to advancement in technology. It is not surprising that the leader have to be intelligent enough that they can formulate the strategies, make decision and solve problems (Gehring, 2007)

Few researches focused on developing the leadership skills their findings indicate that among all the leadership skills cognitive skills are least changeable and cannot be trained, drive is constant but it can be changed by increasing the responsibility and autonomy. Tough it is difficult to judge the leadership skills but they can be observed in individual through the assessment exercises. Industry and technological knowledge can be learnt as they come from trainings and experience (DiPietro, Severt, Welsh & Raven, 2008). The job rotations are the best opportunity to increase the self confidence and deal with challenges. Honest does not demand any skill, it is virtue that an individual achieve or reject and for leader to be effective honesty is significant (Zhang, Li, Ullrich & Dick, 2013)

Regardless of whether the researcher or the leader subscribe to the skills, style, traits or situational approach of leadership, the leader must achieve the goal of their organization. Literature has indicated that the leadership traits, skills and behavior are the factors that distinguish them from non leader similarly to be effective collaborative consultant these traits are equally important and critical for their success.

Conclusion

After reviewing different researches, it is concluded that the leadership traits and behaviors are essential for the collaborative consultants as they act as critical tool while providing consultancy to the clients and the project teams. They need to inspire and motivate the clients through the transformational leadership so that they can implement the solutions. Along with this they should have the cognitive ability to process the information of the clients as the role of collaborative consultant is much more than that of the traditional consultant they not only provide the consultancy but facilitate the client in implementation of the decision. The acquisition of leadership traits are the key elements that help the collaborative consultant to formulate the vision and discriminate themselves from others. These are the traits through which the leader can inspire the client and provide them courage that is essential for achieving the goals. As the collaborative consultant have to come up with new plans and ideas or they have to sometimes make single handedly goals and visions, so his or her main job is to maintain and safeguard the collaborative processes so that client’s participation can be insured.

The collaborative consultant helps the project teams and clients to set the norms for general operation, communication and meetings to collaborate and encourage the trust, respect and participation of other party in decision making and problem solving. Leadership skills are critical for the collaborative consultants as they have responsibility to invite the clients and participants from organization or community to include them in decision making and collaborate. Leadership skills play vital role for the collaborative consultant in creating the automatic atmosphere that resist interventions. The collaborative consultant should exercise his or her leadership skills for encouraging safe and healthy environment in which openness to experience can be applied. One of the collaborative consultant functions that need the collaborative skills and integrated leadership skills is the situation of creative dispute resolution. Collaborative consultant can use the mechanism of soliciting in which they create the groups where different techniques like brainstorming are used for making the decision, here the social competence and cognitive skills of the collaborative consultant will help them to lead the team and solving the complex issues by reaching potential solutions. Collaborative consultant maintains the collaborative problem solving and decision making in large teams.

Collaborative consultant must have the leadership tools as they distinguish them from the traditional consultants, and the other reason is that they can push the client toward effectiveness through creating.

* The urge to reach the decisions.

* Helping the client in devising the appropriate plan.

* By making sure that the client or project teams honor the responsibility, implement action plan competently and in time.

* In reminding the client to adjust, evaluate and revaluate the plans and implementation, that is based on the outcomes.

Collaborative consultant should have grip on the leadership behaviors to help the clients in choosing the initial projects that are workable so that they can develop and demonstrate the confidence and collaborative success in the clients. This will not only motivate the client but will also provide him legitimacy. Cognitive skills and strategic perspective is necessary for the collaborative consultant in identifying the acquiring the resources required to operate and implement the plans as they have to insist on and protect open process. Collaborative consultant keep the teams and clients focused for the organization, community or collaborative. In nut shell the leadership skills are not only important for the leaders but the collaborative consultant should also exercise them so that they can compete the dramatically changing world and transformational leader is best for the collaborative consultant along with other tools as charisma has much to do with influencing the followers, clients and the teams in which the collaborative consultant participate.

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