Abstract
The aim of this study was to develop an evaluation system for a firm of organization consultants, avoiding the bottlenecks in such a system, such as subjectivity, one-way judgment by superiors, and minimal participation of the judged persons in the judgment process. Leadership theory was applied to analyze the behavior of organizational consultants. Three questionnaires were used: a self-generated list of items (SGL) contributed by the members of the organization themselves, the influence analysis questionnaire (IA Q), and an overall evaluation (OE). The results suggest that, depending upon the situation, two leadership patterns are operating in the practice of consultants, to wit, a mild, personal, “good chap” leadership and a tough, more powerful leadership. The method is of practical use to increase participation; it can be a useful instrument in organizational programs.
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