Mots-clés
Management > SCIENCE DU COMPORTEMENT > PSYCHOLOGIE SOCIALE > DYNAMIQUE DE GROUPE > SOCIOMETRIE > LEADERSHIP
LEADERSHIPSynonyme(s)Animation de groupeVoir aussi |
Documents disponibles dans cette catégorie (669)
Ajouter le résultat dans votre panier Faire une suggestion Affiner la recherche
Etendre la recherche sur niveau(x) vers le haut et vers le bas
Art, culture & management / Jean-Michel HUET / Pearson (2023)
Titre : Art, culture & management : art in business and the specific features of the cultural economy Type de document : Livre Auteurs : Jean-Michel HUET ; Christelle VANDRILLE Editeur : Pearson Année de publication : 2023 Importance : 320 p. ISBN/ISSN/EAN : 978-2-326-00318-7 Prix : 38 € Langues : Anglais (eng) Mots-clés : Management
CULTURE ; GESTION D'EQUIPE ; LEADERSHIPIndex. décimale : 161.42 GESTION D'EQUIPE Résumé : How to get inspired, as a business leader or a manager, by art and culture ? How could dramatic arts promote innovation and management ? How does the economy of culture work ? Art, culture & management bridges the gap between culture and business and reflects on the role that art and culture can play in management. Permalink : https://cataloguelibrary.neoma-bs.fr/index.php?lvl=notice_display&id=572167 Exemplaires(1)
Code-barres Cote Support Localisation Section Disponibilité J7218 161.42 HUE Livre Library Campus de Rouen Salle de lecture Disponible Does humble leadership motivate an employee to become a leader during Covid-19 ? / Ajwad KANOUN / 2022
Titre : Does humble leadership motivate an employee to become a leader during Covid-19 ? Type de document : Mémoire Auteurs : Ajwad KANOUN, Auteur Année de publication : 2022 Importance : 21 p. Note générale : Pour accéder aux fichiers PDF, merci de vous identifier sur le catalogue avec votre compte Office 365 via le bouton CONNEXION en haut de la page. Langues : Anglais (eng) Mots-clés : Management
GESTION D'EQUIPE ; LEADERSHIP ; MOTIVATIONRésumé : One important word linked to the fact of becoming a leader is motivation. Indeed motivation is the drive or determination an individual must have to achieve a goal, this is the main characteristic for a leader. (Chan & Drasgow, 2001).
Many studies have linked motivation to leadership by examining how leaders encourage their people but there were a few research before the one of Chan & Drasgow (2001) that explain what will make someone willing to lead. Chan and Drasgow (2001) created a concept known as motivation to lead (MTL), it indicates a person's drive to become and success as a leader.
It reveals the need to understand the relationship between individual differences and various leadership behaviours. Individual behaviour / personality must be considered to evaluate motivation. (Chan and Drasgow, 2001) In creating the MTL scale they evaluate the personality, the social cultural values, leadership self-efficacy and past leadership experience .
Motivation to lead can be explained by various factors according to the Chan & Dragow (2001) research, but all these explanations are internal, linked to what the person has experienced and its personality. There is no research taking into account the influence of the own manager of an employee. We know from previous research that there are various leadership styles with specific components and outcomes for each of them. ( Nanjundeswaraswamy, T. S., & Swamy, D. R. 2014). Transactional leadership styles, such as an humble leader, is focusing on the relation between the manager and the employee. According to the research of Jung D. I.(2010) transactional leadership in organizations plays an exchange role between managers and subordinates. During the covid-19 crisis new leadership have emerged such as the humble leadership, we will define this term right after the introduction. But the humility assists leaders in dealing with people in a social environment by demonstrating self-awareness.(Owens et al, 2013). There is no deep research on what could motivate an employee to take on leadership roles themselves, could the leadership style of its own manager could be a motivation ? (added to the MTL of Chan & Dragow, 2001) The goal of my research is to define if an employee can be influenced by a certain type of leadership that will motivate him to become as well a leader ; and more precisely I will focus my research on the humble leadership style which seems appropriate to encourage someone to become a leader. So on, I am going to answer this question : Does humble leadership motivate an employee to become a leader during Covid-19 ? To answer this question I used the quantitative method that allow me to obtain and analyze statistical data.Programme : MSc Global Management Permalink : https://cataloguelibrary.neoma-bs.fr/index.php?lvl=notice_display&id=565315 Reviving Employee Engagement Post Covid: A case study of the creative industry in Dubai / Amr ABDALLA / 2022
Titre : Reviving Employee Engagement Post Covid: A case study of the creative industry in Dubai Type de document : Mémoire Auteurs : Amr ABDALLA, Auteur Année de publication : 2022 Importance : 68 p. Note générale : Pour accéder aux fichiers PDF, merci de vous identifier sur le catalogue avec cotre compte Office 365 via le bouton CONNEXION en haut de la page. Langues : Anglais (eng) Mots-clés : Management
CULTURE ORGANISATIONNELLE ; EMPLOYE ; LEADERSHIP ; PSYCHOLOGIE DU TRAVAILRésumé : This research study was motivated by the need to understand drivers for the higher-than-average turnover rates among junior executives employed for a creative agency in Dubai, UAE. The objective was to examine and survey perceptions of this target group regarding aspects of their work and the workplace to which they experience engagement. To achieve this goal, a qualitative research inquiry was developed to gage their views using open-ended questions that target their perceptions regarding what they believe would be the ideal workplace to work for. A total number of eight interviews was conducted with four participants who were employed in three different departments within the examined agency. A thematic coding method was followed in the analysis of data stemming from this study, allowing for the emergence and development of key engagement categories that drives the participants’ engagement with their roles and the workplace environment. Results indicated by the data analysis suggest that participants’ experience of work and the workplace have evolved remarkably compared to previous generations preceding this target group. In this respect, findings reveal that this organizational group is keen on continuous learning and development, while they anchor their entire work reality around workplace relationships, with a management that provides excessive support using a more human and personal
interaction approach. More importantly, results stemming from this study indicate that this generation’s main driver is not monetary rewards or status, rather the interest on belonging to an organizational community that shares their values, beliefs, and way of living. Also, participants in this study exhibited clear tendencies towards working for a leadership that values open, transparency, coupled with a more informal/human and personal communication approach. They indicated their interest towards more flexible working arrangements, and clear communication regarding their future career path progress right at the outset of their career. A unique feature of this generation is their keen interest in corporate social responsibility, diversity, and inclusion, and the expectation that they have towards their organization to come up with ways to engage them around these interests.
The challenge for HR departments working with this generation would be to take these preferences into consideration and find ways to create working conditions that enable their engagement with the workplace, which will translate into improved retention and productivityProgramme : MSc Human Resources Consulting Permalink : https://cataloguelibrary.neoma-bs.fr/index.php?lvl=notice_display&id=565297 Does the gender gap against women in leadership positions still exist and why? / Julie DEVYNCK / 2021
Titre : Does the gender gap against women in leadership positions still exist and why? Type de document : Mémoire Auteurs : Julie DEVYNCK, Auteur Année de publication : 2021 Importance : 26 p. Note générale : Pour accéder aux fichiers PDF, merci de vous identifier sur le catalogue avec votre compte Office 365 via le bouton CONNEXION en haut de page. Langues : Anglais (eng) Mots-clés : Management
DISCRIMINATION ; FEMME ; LEADERSHIPRésumé : Traditionally, men always had the privilege to reach leadership positions both at home and at work. However, in recent years, women succeeded in emancipate themselves and have been increasingly willing to take up leadership positions (Carlson et al., 2006). Nevertheless, the path to leadership positions is disseminated with pitfalls. Although we have seen an encouraging improvement in beliefs, stereotypes against women persist. Therefore, we can legitimately ask ourselves who is more likely to become a leader and particularly a legitimate leader in the eyes of all? Unfortunately, our historical and cultural heritage leads us to an inherent answer: men. The goal of the present study paper is to highlight the different possible explanations for this persistent bias. More precisely, I am going to answer the question: Does the gender gap against women in leadership positions still exist and why? To reach this end, the quantitative method was used. This enables to obtain numerical information where statistical data can help to understand the observed behaviors. Programme : MSc Global Management Permalink : https://cataloguelibrary.neoma-bs.fr/index.php?lvl=notice_display&id=536774 Is participative leadership a driver of motivation, performance and well-being at work? Participative leadership: The best model of leadership for employees today? / Clémence POINSIGNON / 2021
Titre : Is participative leadership a driver of motivation, performance and well-being at work? Participative leadership: The best model of leadership for employees today? Type de document : Mémoire Auteurs : Clémence POINSIGNON, Auteur Année de publication : 2021 Importance : 33 p. Note générale : Pour accéder aux fichiers PDF, merci de vous identifier sur le catalogue avec votre compte Office 365 via le bouton CONNEXION en haut de page. Langues : Anglais (eng) Mots-clés : Management
LEADERSHIP ; MOTIVATION ; PERFORMANCE ; QUALITE DE VIE AU TRAVAIL
Entreprise
PSYCHOLOGIESRésumé : The purpose of this paper is to show the importance of the participative leadership style and its impact on the involvement, performance at work, as well as the well-being and health of the employee.
Indeed, the well-being of the employee and the meaning he/she gives to work are nowadays a main concern. Today's employee wants to go to work to earn a living, but also to do a job that enriches him or her and allows for real self-development. Today's leaders are therefore listening more to their employees and trying to integrate them more into the decision-making process, which is why this topic is current and relevant. The aim of this study is to (1) understand the impact of participative leadership on motivation, commitment and performance of the employees and (2) understand the key role of participative leadership from a psychological point of view, that is to say its impact on the well-being of employees.
I decided to conduct a qualitative study. Its purpose is to understand the impact of participative leadership on motivation, performance, and team dynamics. In addition, it also focuses on the impact of this leadership on well-being at work and psychosocial risks.Programme : MSc Human Resources Consulting Permalink : https://cataloguelibrary.neoma-bs.fr/index.php?lvl=notice_display&id=538573 Le leadership féminin en France / Maëlys SELLIN / 2021PermalinkPermalinkThe effect of charismatic leadership on job satisfaction during covid 19 / Quentin MOREAU / 2021PermalinkThe effects of humble leadership on employees in distant work situations. humble leadership: an opportunity for both remote workers and managers? / Dimitri JORAND / 2021PermalinkPermalinkThe Influence of empowering, ethical and transformational leadership on overinvestment through the mediator of meaningful work / Joël PARIENTE / 2021PermalinkPermalinkL'avenir est féminin : Quel avantage le leadership des femmes peut-il apporter à l'industrie internationale de la mode et du luxe / Agata WOLSKA / 2020PermalinkPermalinkMargin creation and the vision of the leadership team are the linchpin that turns a start-up into a viable company / Benjamin OKOH / 2020Permalink
LIBRARY - Campus Rouen
NEOMA Business School
pmb
-
59 Rue Taittinger, 51100 Reims
-
00 33 (0)3 26 77 46 15
Library Campus Reims
-
1 Rue du Maréchal Juin, BP 215
76825 Mont Saint Aignan cedex -
00 33 (0)2 32 82 58 26