Volume 5, Issue 1 | 2014
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The Journal of Practical Consulting (JPC) is currently accepting submissions for the next issue. All articles that meet the journal’s purpose are welcome. Case studies and articles demonstrating measurable results are encouraged for the upcoming issue. Also encouraged are submissions presenting the interdependence of consulting and coaching.

All submissions for the next issue are due by March 15, 2014, and must comply with the JPC submission guidelines.

Diane M. Wiater, Ph.D.

The JPC is always accepting articles for consultants and coaches which bring theory to the practical for practitioners. For this issue, a specific call for articles highlighting the use of assessments in consulting and coaching was presented.

The first article by Kathy Brady and William Lowell, introduces an author developed instrument presenting how consultants use and value organizational culture in their work. Roy Joy and Nicole Condiff address the application of viable consultation resources which could assist in the development and effectiveness of student programs. They suggest that such assessment could foster collaboration between external professionals and university program developers and administrations. David Stehlik challenges consultants to familiarize themselves with models, tools and assessments which will drive leaders in self-awareness. The final article by Merium Leverett is presented as a special selection from the Leadership Roundtables in May of 2013, focusing on leadership coaching. Leverett challenges leaders to not be so quick in disposing of existing organizational values and ethics in making changes.

As coaches and consultants, our approaches and the use of select tools and instruments strengthens credibility and trust for our clients.

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School of Business & Leadership
Theory vs. Practice: A Study of Business Consultants and Their Utilization of Corporate Culture in Daily Practice
Kathy Brady & William Lowell

Although corporate culture serves as a significant concept within the field of organizational communication, it doesn’t even have a unified, accepted definition. Despite this lack of consensus, the concept of corporate culture is the nexus of many organizational communication studies. This study used an author-designed Corporate Culture Survey instrument to collect demographic data about participants as well as their views on definitions of corporate culture. An analysis of collected data showed that despite a heavy usage of the concept of corporate culture in their consulting work, respondents not only don’t have a unified definition of corporate culture, but the definitions they do use are very diverse. Furthermore, despite heavy usage of the concept in their daily work, less than one-third of respondents had had clients willingly offer information regarding their cultures.
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Student Programming in Social Justice: Evaluation through the Counselor’s Lens
Roy H. Joy & Nicole L. Cundiff

A social justice leadership program targeted at undergraduate and graduate students was evaluated through a university-based counselor’s lens. Differences between social justice program participants and a comparison group of nonparticipating students were examined pre-and post-program intervention on measures of Ethnocultural Empathy, Agency, Understanding and Knowledge of social justice issues, and Personal and Professional Beliefs about diversity. No significant differences on any measures were found between the two groups at Time 1 assessment. Significant positive change was found on all measures for the social justice participant group at Time 2. Significant differences between the two groups at Time 2 were found on measures of Ethnocultural Empathy, Agency, Personal Beliefs, and Understanding and Knowledge. This type of “in-house” evaluation is demonstrated to show the application of viable consultation resources located within counseling centers in the academic setting, which could assist in the development and effectiveness of student programs. Providing such consultation services can help foster collaboration among professionals and units within the university and facilitate assessment and accountability for continued program development and administrative support.
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Failure: The Impartial Executioner of Leaders, Followers, and Their Organizations
David Stehlik

The following analysis illustrates that organizational failures occur as a combination of leadership, followership, and cultural problems by contrasting the positive and negative examples of each. None alone is usually the sole culprit. The organization’s front person is not always running the ruse. Having examined relevant literature, pride and sloth emerged as the prevalent root causes of most leadership and followership failures. Because organizational failures have vast global and cultural ramifications, this topic is of immediate importance for globalization, which, in this period of economic recession, will likely result in further market consolidation, and so the question will become: Will the acquisitions succeed or fail to merge? Thus, in the following sketches of what makes leaders, followers, and organizational cultures great or prone to fail, consultants, becoming better equipped to assess organizational risks and leadership needs, should recognize that failure is more complex than the usual caricatures reveal. Well-known management models are shown for their usefulness in helping bridge the gaps.
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Going Green with Values and Ethics in the 21st Century
Merium Leverett

Leading in a disposable world is a difficult task in the 21st century. However, it is not impossible. Just as environmentalists are teaching the general public to “go green” and recycle products rather than utilizing simple disposables, the leaders of organizations today need to practice and teach “going green” principles in the area of values and ethics. Unfortunately many organizations have taken a disposable stance to values and ethics. However, with careful analysis of the organization’s culture, understanding its values and infusing biblical values by Christian leaders, today’s organizations can become successful in all areas of business. Employees, customers and stakeholders would build trust and understand the principles of the business through this analysis. Christian leaders have opportunity through change initiatives to infuse values and build this trust that will carry the organization into the future. Going green instead of disposing of values is the only way to build a successful 21st century organization.
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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.

The Journal of Practical Consulting is a publication of the Regent University School of Business & Leadership | © 2014
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