This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via HighWire Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by O'Driscoll, M. P. Articles by Eubanks, J. L. Search for Related Content Social Bookmarking                         What's this?

Behavioral Competencies, Goal Setting, and OD Practitioner Effectiveness

University of Waikato

James L. Eubanks

Central Washington University

A behavioral competency model was applied to organization development (OD) interventions conducted in the United States and New Zealand. Consultants and their clients were surveyed to assess perceived frequencies of a range of consultant behaviors and goal-setting activities and their contribution to overall consultation effectiveness. Differences between consultant and client perceptions of consultant behaviors, along with regressions on consultant effectiveness, highlighted the need for researchers and OD practitioners to give more attention to client expectations and requirements. The utility of the behavioral competency approach is considered.

Group & Organization Management, Vol. 18, No. 3, 308-327 (1993)
DOI: 10.1177/1059601193183004


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?

This article has been cited by other articles:

				M. N. Bazigos and W. W. Burke Theory Orientations of Organization Development (OD) Practitioners Group Organization Management, September 1, 1997; 22(3): 384 - 408. [Abstract]