The development of a relational orientation to consultants amongst project managers

This paper explores changes in the attitudes of managers at a state transportation agency towards working with professional service consultants over time. The development of a relational orientation amongst agency managers is explored, i.e. managerial styles recognizing greater interdependence and emphasizing trust, partnership and collaboration over formal procedures and monitoring. Case studies of two points in time (2003 and 2007) are presented using semi-structured interviews and survey data. The evidence demonstrates growing patterns of interdependence and the structural and procedural adaptations made by the agency. Corresponding difference in means tests demonstrate patterns of change in relational orientation over time.