Volume 4, Issue 1 2012
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We are accepting submissions for the next issue of the JPC. All articles are welcome which meet the journal purpose. However, for the coming issue, articles which demonstrate the use of organizational and/or leadership assessments are encouraged. Also encouraged are submissions presenting the interdependence of consulting and coaching. We appreciate your interest and look forward to your submissions.

Diane M. Wiater, Ph.D.


Welcome to Volume 4, Issue 1, of the Journal of Practical Consulting. I'm excited to present the first articles in the revitalized journal. This issue presents two refereed articles, the first is directed to organizations exploring the question of how businesses and organizations can define and attain value and ROI from leadership coaching. The second presents an argument and recommendations for the consultant's role in private equity firms and their management.

The special section features articles from the recent Leadership Roundtable focused on Coaching. Those accepted as presenters were invited to prepare articles for this Issue of the JPC. These articles cover ground from the description of coaching and why coaching, to its application through the use of organizational cultural assessment tools. Please note: a few presenters are not participating.

I suppose you are asking yourself something like "coaching, I thought this journal was about consulting?" Yes, articles about coaching in the Journal of Practical Consulting. There is an emergent partnership rising between those who consult and advise with those who coach others to optimize their performance. There is evidence that both are needed for organizational success. I hope you find these articles stimulating and practical.

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Leadership Coaching: Does It Really Provide Value?
Kay M. Bower, DSL, PMP

In my role as an internal consultant for organization development, I explored leadership coaching. After studying the benefits and analyzing our organization's challenges, I became convinced that leadership coaching would provide significant development potential for our leaders. However, initial conversations with my boss did not yield authorization to proceed with coaching. It was these discussions that prompted the process and findings presented in this article. For any consultant, internal or external, working to demonstrate the value of leadership coaching, I offer my experience as a guide for demonstrating the value of coaching in leadership development.
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Leadership and Organizational Theory Dynamics Between Middle Market Private Equity Firms and the Portfolio Companies They Control
John A. Lanier

Private equity firms manage funds on behalf of limited partner investors. Private equity funds invest directly into middle market businesses. Satisfactory investment results affect private equity firms' ability to raise successive funds. Successive funds dictate business continuity for private equity firms. Several variables impact expected investment results, variables too numerous for the scope of this essay. This article will explore leadership and organizational variables between private equity firms and the portfolio companies that they control. The relevance to consultants is averting miscues that threaten private equity firms' investment theses for their portfolio companies, as well as the relationships across diverse stakeholders.
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Select Articles from the 2012 Consulting and Coaching Leadership Roundtable Presentations
The Leader Coach: A Model of Multi-Style Leadership
Shanta Harper

Organization decision makers are now choosing to add value to their companies by enhancing the quality of their leaders with the adoption of leadership coaching as a strategy for human capital development and organizational enhancement. Theoretical examinations of successful leadership practices that have influenced the world have revealed leadership style as an indicator of organizational success as it relates to follower influence. The most influential approach will include the use of multiple leadership styles. This article identifies leadership coaching for executives as the ultimate model for the usage of multiple leadership styles. Charismatic, Laissez-faire, transformational, transactional, and servant leadership are the leadership style characteristics identified in an examination of several articles and other publications that define or describe the process of leadership coaching. The author defines each leadership theory and how it is associated with the function of the leadership coaching progress.
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Introducing Strategic Thinking into a Non-profit Organization to Develop Alternative Income Streams
William Clark, MLD

Non-profit organizations are sobering to the reality that traditional streams of incomes, like grants and government contracts, are drying up due to the tenuous American economy and the over-crowding of other non-profits in similar niche markets. These factors influence non-profit leader, as they determine to discontinue or maintain vital social programs. Non-profit organizations do not have to experience the stress of fighting for a scintilla of awarded funds if they develop businesses that can earn them income. For many years, non-profits have been balancing the regulations of a 501c3 label while earning income through creative business structures and agreements. Organizations that do it correctly find financial success and sustain their organizations independent of grants. Non-profits that are seeking to establish businesses need to ensure that everyone in their organization and on their board of directors are strategic thinkers so they can provide maximum value. Strategic thinkers contribute to the development of creative sustainable ideas that give the organization a competitive advantage. A competitive advantage, in these economic times, is what the doctor ordered for non-profits to sustain their programs.
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Constructing a Coaching Model to Promote Well-being Based on Attributes of Spiritual Leadership: Keeping Leaders Healthy
Danny G. Nobles, Ph.D.

The academy can be obsessed with long titles. This paper borrows from the title given to five years of doctoral research. But for the sake of memory, let's just call it "Keeping Leaders Healthy." This essay briefly touches six aspects of the topic. The first three points offer common understanding to clarify what is being discussed in this area that called "leadership" and by this discipline that we call "coaching." Armed with some common understanding of those concepts, I will venture into how 5 years of academic research shaped the unique model that I labeled as Christian Leader Coaching. The final 3 points will describe that model and consider elementary evidence of the value of employing the coaching tools of Christian Leader Coaching.
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Using the Organizational Cultural Assessment (OCAI) as a Tool for New Team Development
Jeff Suderman

The Organizational Cultural Assessment Instrument (OCAI) is a psychometric tool developed by Cameron and Quinn (2006). Its purpose is to help organizations identify their current and preferred culture. Through the use of a simple survey, participants identify their perceptions of both existing culture and their desired future culture. Organizations can then utilize these results to assess both the current cultural state and also to identify gaps between current and desired futures.

This article evaluates the use of this psychometric tool as a tool for team development for a new leader. The tool was used with a brand new organizational leader at both the start of his new job and the end of his first year. Results from the OCAI were gathered and shared with the leader and his team after both assessments in order to provide the new leader with a tool for leadership development. Based upon the results and the experience of participants, the usefulness of the OCAI as a tool for new leaders was then assessed. Its usefulness will be viewed from several perspectives: the leader, the consultant and the coach.
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Please note: Views and opinions expressed in the articles published in the Journal of Practical Consulting (JPC) represent each author's research and viewpoint and do not necessarily represent JPC or its sponsors. JPC and its sponsors make no representations about the accuracy of the information contained in published manuscripts and disclaims any and all responsibility or liability resulting from the information contained in the JPC.

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