Are Senior Women Management Consultants Team Players?

Ivana Adamson

Chapter 8 in Women’s Voices in Management, 2015, pp 124-139 from Palgrave Macmillan

Abstract: Abstract Ongoing technological developments and increased global competition impose demands on managers to be adaptable, flexible, multiskilled, and ready to create new working systems out of old, in often difficult political and technological environments (Morgan, 1990; Wickham, 1999; Clark and Salaman 1996; Abrahamson 1996; Murray, 2014; Thamhain, 2013; Sargut et al., 2013). The management consulting industry has responded to these changes by offering “portfolio”-type services to organizations, thus beginning to play a key role in supporting a range of in-house noncore and developmental activities (Schein 1995, 1987, 2010; Keeble et al., 1992; Jones-Evans and Kirby, 1993; Powell, 1994, 1997; Mallon and Cohen, 2001; Clark and Finchham, 2002). It succeeds by being fast and flexible in responding to their clients’ needs, and since the early 1990s, grew by over 15 per cent per annum (Stumpf and Tymon, 2000). To boost its ranks, the industry began to recruit senior managers from the traditional economy industries, which in turn opened doors for women to enter management positions in both industries (Walby, 1997).

Keywords: Leadership Style; Management Consultant; Early Warning Sign; Management Consult; Team Player (search for similar items in EconPapers)
Date: 2015
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-43215-5_8

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DOI: 10.1057/9781137432155_8

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