The purpose of this research is to investigate challenges and requirements for leadership in a high performing culture based on the example of Consulting. The following research questions give evidence related to the aim of this research:
Q1: How can leadership in Consulting be defined?
Q2: What are challenges and requirements for successful leadership in Consulting?
The investigation of leadership in Consulting has not been addressed entirely within the scientific community so far and demonstrates a potential research-gap. Therefore, existing scientific theories (chapter 2) such as leadership theories, capabilities, skills and effects on an organization are relevant to the frame of reference and the empirical analysis. Consequently, this research provides a significant contribution to existing research and targets a relevant contribution in terms of practical advice for leaders and managers in the Consulting industry faced with leadership challenges and responsibilities.
Table of Contents
1. Introduction
1.1. Background
1.2. Problem Discussion
1.3 Purpose of the Research
2. Frame of Reference
2.1. Succeeding in the 21st Century
2.1.1 The New Organization
2.1.2 The New Skillset
2.1.3 The New Leader
2.1.4 Relevance and resume for research
2.2. Modern Leadership
2.2.1 The Modern Leader
2.2.2 Modern Leadership Behavior
2.2.3 Leadership and Talent Management
2.2.4 Relevance and resume for research
2.3. Fundamentals of Leadership Theory
2.3.1 Defining Leadership
2.3.2 Leadership Strategy
2.3.3 Effective Leadership
2.3.4 Relevance and resume for research
2.4. Essentials of Leadership
2.4.1 Leadership Concepts and Styles
2.4.2 Pyramid of Leadership
2.4.3 Leadership of Knowledge Workers
2.4.4 Relevance and resume for research
2.5. Leadership in Consulting
2.5.1 Research on Consulting
2.5.2 Culture and Leadership
2.5.3 Relevance and research for research
2.6. Conclusion to frame of reference
3. Methodology
3.1. Theory of Qualitative Thinking
3.2. Research Design
3.3. Research Method
3.4. Sampling Strategy
3.5. Data Analysis
3.6. Research Quality
3.6.1 Reliability
3.6.2. Confirmability
3.6.3. Transferability
3.6.4. Credibility
4. Empirical Findings
4.1. Results to Exploratory Questions (Q1)
4.2. Results to Succeeding in the 21st Century (Q2)
4.3. Results to Modern Leadership (Q1/Q2)
4.4. Results to Fundamentals of Leadership Theory (Q1)
4.5. Results to Essentials of Leadership (Q1)
5. Interpretation of Empirical Findings
5.1. Definition of Leadership in Consulting (Q1)
5.2. Challenges and Requirements for Successful Leadership in Consulting (Q2)
6. Conclusion
6.1. Research Questions and Purpose
6.2 Contribution and Implications
6.3 Outlook and Limitations
Research Objectives and Topics
This research aims to bridge the scientific knowledge gap regarding leadership in the consulting industry by investigating the specific challenges and requirements for effective leadership within this high-performing, knowledge-intensive environment, using a qualitative empirical analysis.
- The impact of global trends and digitalization on leadership roles
- Defining core competencies and leadership behaviors in consulting
- Strategies for talent management and knowledge worker leadership
- The role of organizational culture in fostering high-performance environments
- Navigating leadership in distance-based and project-based setups
Auszug aus dem Buch
1.1. Background
Development Dimensions International (DDI) began to research on the topic of leadership in 1999 and conducted one of the most expansive leadership projects ever in history. In their report, dozens of practical, evidence-based recommendations, ranging from digital transformation, purpose, culture to gender and generational diversity, are summarized, integrating data from 25.812 leaders and 2.547 HR professionals across 2.488 organizations, spanning more than 1.000 C-level executives and 10.000 high-potential employees including 54 countries and 26 major industry sectors. In their study, 25 findings about the state, context and future of leadership are identified across six overall dimensions:
Leaders at the Core (Leadership & talent on top agenda for CEO’s)
Digital & Data (Digital and Data accelerate the need to build capabilities)
Growth & Potential (Robust learning and growth engines for future leaders)
Leader Diversity (Advancing gender and generational diversity in leaders)
Cultural Drivers (Powerful forces that will disrupt)
The HR Opportunity (HRs influence to deliver on this strategic agenda)
Summary of Chapters
1. Introduction: This chapter highlights the relevance and problem statement of the research, leading to the formulation of specific research questions regarding consulting leadership.
2. Frame of Reference: This chapter outlines the theoretical background by reviewing existing literature on 21st-century leadership, modern leadership behaviors, and foundational leadership theories.
3. Methodology: This chapter details the qualitative research philosophy, the design of the semi-structured expert interviews, and the principles used to ensure research quality.
4. Empirical Findings: This chapter presents the raw data and findings collected from ten semi-structured expert interviews within the consulting industry.
5. Interpretation of Empirical Findings: This chapter aggregates and interprets the empirical data by comparing it with the theoretical concepts established in the frame of reference.
6. Conclusion: This chapter provides final answers to the research questions, discusses practical implications, and identifies limitations as well as areas for future research.
Keywords
Leadership, Consulting, Management, Digitalization, Knowledge Workers, Talent Management, Organizational Culture, Leadership Strategy, Transformation, Performance, Qualitative Research, Hierarchy, Soft Skills, Leadership Development, Competencies
Frequently Asked Questions
What is the core focus of this research?
The study focuses on investigating the challenges and requirements for successful leadership within high-performing cultures, specifically within the German consulting industry.
What are the central themes of the thesis?
The central themes include the changing landscape of 21st-century organizations, modern leadership styles, the critical role of talent management, and the specific dynamics of leading knowledge workers in a project-based environment.
What is the primary research question?
The research is guided by two main questions: 1) How can leadership in consulting be defined? and 2) What are the challenges and requirements for successful leadership in this sector?
Which scientific methodology is applied?
The thesis utilizes a qualitative research approach based on semi-structured expert interviews with ten industry professionals, supported by an in-depth literary review.
What is discussed in the main body?
The main body covers the theoretical frame of reference concerning leadership theories and industry-specifics, the detailed methodology, presentation of empirical findings from expert interviews, and the final interpretation of these results.
What are the defining keywords of this study?
Key concepts include Leadership in Consulting, Organizational Culture, Digitalization, Talent Management, and Agile Leadership models.
How does the author propose technology can support leadership?
The author proposes a smartphone application concept ("iJourney") to facilitate better individual supervision, 360-degree feedback, and performance tracking for consultants traveling between various projects.
What are the limitations of this study?
The study is limited by its primary focus on German consulting practices and a specific sample size of ten experts from a few major firms, suggesting that future research could benefit from a larger, global sample.
- Citar trabajo
- Betriebswirt (B.A.) Sebastian Schulz (Autor), 2019, Leadership in High Performing Cultures, Múnich, GRIN Verlag, https://www.grin.com/document/455481
