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Management et organisation
Impact du management sur l'organisation et l'amélioration en entreprise
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Poult, la biscuiterie 3.0

Poult, la biscuiterie 3.0 | Management et organisation | Scoop.it
La biscuiterie 3.0 ? Une entreprise qui produit des bis…

Via Frédéric Brutier
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Ezra Suleiman : « La France est championne du monde dans le gaspillage des talents », directions générales

Ezra Suleiman : « La France est championne du monde dans le gaspillage des talents », directions générales | Management et organisation | Scoop.it
Ezra Suleiman, politologue et professeur à Princeton, est spécialiste des organisations en Europe et aux...

Via Brigitte Roujol, Pascale Mousset
Anne-Laure Delpech's insight:

L'encouragement de la diversité des opinions, des personnalités, des parcours éducatifs est absolument nécessaire pour que les talents de tous puissent être mis au service de nos entreprises, de nos communautés ou de notre pays. 

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Nelly Renard's curator insight, July 6, 3:26 AM

Eric Suleiman insiste sur la nécessité en France d'aller chercher des profils différents et d'exploiter tous les talents auxquels on peut avoir accès. Notre pays a une fâcheuse tendance à entretenir la consanguinité et à recruter ses dirigeants dans le même cercle.

Après le plafond de verre, il faut aussi percer le plafond de béton qui empêchent ceux qui ne sont pas sortis du cénacle d'accéder à des postes de décision.

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Research: Attributes of Great Leaders - Emotions & Results

Research: Attributes of Great Leaders - Emotions & Results | Management et organisation | Scoop.it
What are the key ingredients of great leadership today? Thousands of comments on high performing leaders, study finds key to good vs great

Via David Hain, Jose Luis Anzizar, Philippe Vallat
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Ellen Naylor's curator insight, June 5, 11:02 AM

Good leaders are not only smart, but have high EQ. They think about others and let reporting people know how important they are. Their passion is infectious, and emotional connection makes the day. I wish we had more of that in corporations today, where most of the labor force is disengaged, and doesn't look forward to their work day.

Frank J. Papotto, Ph.D.'s curator insight, June 6, 11:25 AM

An interesting approach to identifying leader attributes.  To apply these findings, use the purposeful leadership approach that emphasizes the themes of broad alignment, robust engagement, sustainable adaptation and superb execution.  One can clearly see these themes reflected in the summaries of comments described. The common leadership and  management concepts seen here repeatedly emerge in other work: consideration of people, structuring of tasks, managing change, and  envisioning and inspiring a sense of purpose for example...

Lisa McCarthy's curator insight, June 6, 12:40 PM

Fascinating research.  Here are the main themes:

  • Leadership is about people.
  • Passion and purpose are infectious.
  • Top performers go deeper emotionally – not just caring, but personal caring.  Not just a good attitude, but giving the energy for people to smile.
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Zones d’inconfort et ancres de certitude (1/2): la peur

Zones d’inconfort et ancres de certitude (1/2): la peur | Management et organisation | Scoop.it

Qu'on le veuille ou pas, l'incertitude génère inconfort, inquiétude, peur voire anxiété, soit des émotions « managérialement incorrectes » dans un monde où certains croient encore dur comme fer que la décision dite rationnelle est le summum de l'intelligence de l'homo economicus.


Via Philippe Vallat
Anne-Laure Delpech's insight:

Un excellent billet sur l'incertitude, la peur et le courage ! 

A lire absolument pour avoir une vision synthétique de ce que l'incertitude provoque chez nous et chez les autres. 

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Philippe Vallat's curator insight, April 7, 3:07 AM

1ère partie d'une réflexion sur les ancres de certitude: la peur

Loïc CARO's curator insight, April 7, 4:37 AM
Anne-Laure Delpech's insight:

"Un excellent billet sur l'incertitude, la peur et le courage ! 

A lire absolument pour avoir une vision synthétique de ce que l'incertitude provoque chez nous et chez les autres. "

Avec plaisir!

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Organiser pour la complexité

Beta Codex, ou comment rendre le travail à nouveau efficace
Comment mettre en œuvre des cellules décentralisées, innovantes et autonomes, pour faire face aux changements dans un monde complexe?


Via Denis Cristol, Nathalie Carpentier, Claude Emond, luiy, Philippe Vallat
Anne-Laure Delpech's insight:

une vision intéressante de la complexité et des évolutions managériales qu'elle impose. 

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Nathalie Carpentier's curator insight, January 12, 6:12 AM

Dans un environnement complexe, comment travailler efficacement.

Claude Emond's curator insight, January 12, 11:32 AM

Principes agiles à l'oeuvre. Vraiment exhaustif et très très bien fait. L'organisation du travail  telle qu'elle doit être pour fonctionner au 21e siècle: basée sur l'intelligence collective, agile (auto-organisation) et certainement plus durable que l'impossible commandement et contrôle.

Philippe Vallat's curator insight, February 3, 10:36 AM

Une bonne vue d'ensemble qui aborde intelligence collective, leadership, systémique

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Understanding the Future of Work: 8 Traits of Collaborative Leadership ... - Business 2 Community

Understanding the Future of Work: 8 Traits of Collaborative Leadership ... - Business 2 Community | Management et organisation | Scoop.it

With the collaborative economy pushing businesses into the next phase of social business, executives must learn how to motivate, encourage and lead employees [and customers too] in a way that adds value to everyone involved in the collaborative work environment. Employees and customers are collaborating on products, services and content more than ever before. In preparation for the collaborative economy, consider what role do executives play in fostering a collaborative environment when employees and customers can receive what they need from each other?

 


Via jean lievens, Roy Sheneman, PhD, Fabrice De Zanet
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Monica Ambrosini's curator insight, December 6, 2013 1:13 PM

Despite a bit too simple it's a concise and effective snapshot..

Ivon Prefontaine's curator insight, February 19, 1:14 PM

Effective collaboration is about handling the tension that emerges from integrating personal and collective. It is about positive uses of power and its flow through the collective and each person.

Leadership Learning Community's curator insight, February 23, 6:20 PM

Nice chart!

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Six Drucker Questions that Simplify a Complex Age

Six Drucker Questions that Simplify a Complex Age | Management et organisation | Scoop.it
They'll help you challenge assumptions and reframe problems. (In 1981, Peter Drucker delivered a lecture at New York University titled “Managing the Increasing Complexity of...

Via Christophe Bredillet, Philippe Vallat
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Philippe Vallat's curator insight, November 7, 2013 1:38 PM

Goooood questions - a few ones with big impact

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What Managers Can Do To Support Agile Transformation

What Managers Can Do To Support Agile Transformation | Management et organisation | Scoop.it
Agile requires a collaborative culture. That’s where HR comes in. To ensure a smooth and appropriate transition to the Agile approach, organisations need to consider a variety of factors.

Via ValerieMalaval, Pharmacomptoir / Corinne Thuderoz, Philippe Vallat
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11 Simple Concepts to Become a Better Leader

11 Simple Concepts to Become a Better Leader | Management et organisation | Scoop.it

Via Daniel Watson
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Claudia Crescenzi's curator insight, February 15, 2013 5:51 AM

Concetti semplici...ma mai banali

donhornsby's curator insight, February 15, 2013 7:53 AM

(From the article): The world is more complex than ever before, and yet what customers often respond to best is simplicity — in design, form, and function. Taking complex projects, challenges, and ideas and distilling them to their simplest components allows customers, staff, and other stakeholders to better understand and buy into your vision. We humans all crave simplicity, and so today's leader must be focused and deliver simplicity.

Gilles FOURNIER's curator insight, February 16, 2013 4:58 PM

 cc'est est simple mais tellement vrai

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Eight Leadership Lessons from Martin Luther King, Jr.

Eight Leadership Lessons from Martin Luther King, Jr. | Management et organisation | Scoop.it
Today is Martin Luther King Day in the United States. On this day we celebrate the life and work of one of the greatest leaders the world has ever known.

Via AlGonzalezinfo
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AlGonzalezinfo's curator insight, January 21, 2013 7:01 AM

Lesson #8:  Great leaders paint a vivid picture of a better tomorrow.


Leaders can never, never, never grow weary of articulating their vision. They must be clear and concrete. They have to help their followers seewhat they see

donhornsby's curator insight, January 21, 2013 8:46 AM

(From the article): 5. Great leaders call people to act in accord with their highest values. It would be easy for the civil rights movement to change tactics and resort to violence. Some did. However, like Nelson Mandela did when he became president of South Africa, Dr. King called his people to a higher standard:

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80% Is Good Enough - Grow Your Business By Delegating

80% Is Good Enough - Grow Your Business By Delegating | Management et organisation | Scoop.it
Delegating tasks correctly is important for any employer who wants to succeed. But many get stuck micromanaging--and that stunts company growth.At my web design company, Ciplex, I’ve had to

Via Martin Gysler
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Martin Gysler's curator insight, January 11, 2013 8:07 AM

Simple but true advice. I also wrote an article, on my blog, about this topic.

Catherine Luense's comment, January 25, 2013 6:13 AM
This is so true! We must let go of the everyday stuff so we are free to explore more money making opportunities.
Martin Gysler's comment, January 26, 2013 10:38 AM
Yes Catherine you're right. I'm glad we've the same opinion.
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The Top Trust Busters That Dilute Your Credibility

The Top Trust Busters That Dilute Your Credibility | Management et organisation | Scoop.it

"You wouldn’t deliberately dilute your own credibility. But it’s possible that some of your innocent behaviors are producing precisely that unintended consequence.

 

Credibility problems can come in the form of trust busters. Let’s consider two of the most common ones, along with their fixes that I call trust builders."

 

Trust Buster #1: Double Talk

Trust Builder #1: Clear the Fog

 

Trust Buster #2: Pulling Rank

Trust Builder #2: Drop the Pretense

 

Read the complete article for insightful details.


Via ThinDifference, David Hain
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20 Commitments that Enhance Leadership

20 Commitments that Enhance Leadership | Management et organisation | Scoop.it
Leaders without commitments frantically bounce like balls in pinball machines with no clear direction. Commitments are stabilizing stakes in the ground that guide behaviors and inform decisions. Co...

Via F. Thunus, David Hain
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AUCHAN mise sur de nouvelles pratiques managériales « le servant leadership » ou le »management agile »

AUCHAN mise sur de nouvelles pratiques managériales « le servant leadership » ou le »management agile » | Management et organisation | Scoop.it
Par Marielle Thomas Le bonheur est-il dans Auchan ? Il y a un an, nous recevions 15 directeurs de magasin Auchan venus découvrir ce management révolutionnaire qu’est la Libération. Les échanges ava...

Via Frédéric Brutier
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Le leadership de l'incertitude : OSER se réinventer grâce à la crise

Le leadership de l'incertitude : OSER se réinventer grâce à la crise | Management et organisation | Scoop.it

L'incertitude est devenue une donnée fondamentale à intégrer dans sa stratégie d'entreprise.

Face à cette nouvelle donne, les entreprises ont 3 options :

 

- Attendre sans rien changer, en espérant un retour "à la normale",
- s'adapter au mieux aux évolutions, en espérant que ce ne soit pas trop tard !
- anticiper pour répondre aux attentes émergentes ou créer de nouveaux marchés. Mais comment faire lorsque 49 % des dirigeants avouent que leurs organisations n'y sont pas préparées ?

Parce que la crise fait peur, les entreprises doivent rassurer. Parce que notre monde est en permanente mutation, elles doivent se montrer plus agiles. Parce que la concurrence fait rage, elles doivent savoir se démarquer. 
Plus méfiants, mieux informés, plus économes, plus exigeants, les consommateurs sont devenus imprévisibles, volatiles et n'hésitent plus à changer leurs habitudes au profit d'offres qui répondent mieux à leurs besoins spécifiques. 


Via Cepi Management, Pascale Mousset
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VUCA Times Call for DURT Leaders

VUCA Times Call for DURT Leaders | Management et organisation | Scoop.it
VUCA times call on leaders to raise their game, plant the seeds for a better future ahead. VUCA requires strong leadership.

Via ThinDifference, Philippe Vallat, Jean-Philippe D'HALLUIN
Anne-Laure Delpech's insight:

intéressant : les caractéristiques du leader dans un monde VUCA (volatile, incertain, complexe et ambiguë)

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ThinDifference's curator insight, May 28, 8:03 AM

VUCA times require more of leaders not less. Leaders need to be a Direct, Understandable, Reliable, and Trustworthy leader.

Ivon Prefontaine's curator insight, June 4, 11:50 AM

When we are direct, are understood, are reliable, and trustworthy, we send signals about being responsible. The era of accountability and transparency are not about responsibility. We can still hide necessary information in being transparent. We cannot when we are responsible.

Frank J. Papotto, Ph.D.'s curator insight, June 4, 12:29 PM

Volatility, Uncertainty, Complexity and Ambiguity (aka VUCA)  does require good leadership. But all of the DURT behaviors are important and should be practiced regardless of conditions. Trust as we know is important for robust engagement, clarity is important for  broad alignment, directness is important for superb execution and reliability is important in sustainable adaptation.  Leadership's purpose in VUCA situations and, in general, is to maintain and build effectiveness in achieving results; the DURT behaviors and other Purposeful Leadership  behaviors is at the heart of organizational success regardless of circumstances. 

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Why Trust is the New Core of Leadership - Forbes

Why Trust is the New Core of Leadership - Forbes | Management et organisation | Scoop.it
Not long ago, most discussions of leadership were about leaders – their personality traits, how to identify and groom those with ‘leadership potential,’ and what were the skills that leaders employed.

Via Maria Rachelle, Katherine Bryant, Wise Leader™, Jean-Philippe D'HALLUIN
Anne-Laure Delpech's insight:

Un beau contenu, parmi lequel : "Leaders can no longer trust in power; instead, they rely on the power of trust." 

 

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Zian Peak's curator insight, May 6, 10:49 AM

I dont believe it's the new core, it's been there all along, perhaps we are only just taking notice. Do you agree?

Nancy J. Herr's curator insight, June 1, 8:37 AM

Collaboration and Shared Leadership are the norm in schools today. At the base of success with these tools is trust.

Mercedes Jahn's curator insight, June 1, 11:06 AM

Trust is the invisible and powerful  life "glue" 

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Understanding the Future of Work: 8 Traits of Collaborative Leadership [Infographic] - Business 2 Community

Understanding the Future of Work: 8 Traits of Collaborative Leadership [Infographic] - Business 2 Community | Management et organisation | Scoop.it

Via ValerieMalaval, HR Trend Institute, Pascale_Masson, Atisy Joëlle
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Clement Boye's curator insight, December 16, 2013 1:10 AM

le sujet est trés interessant, lisez cette article et constatez la force des picto pour rendre lisible ce document

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Le modèle Cynefin et l'intelligence émotionnelle

Le modèle Cynefin et l'intelligence émotionnelle | Management et organisation | Scoop.it

Quel style de management adopter en fonction du type d'environnement ou de projet mené? Quelle posture de leadership est la plus pertinente dans un environnement incertain? Je vous propose ci-après une piste de réflexion mettant en lien les domaines du modèle Cynefin et l'intelligence émotionnelle.


Via Philippe Vallat
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Philippe Vallat's curator insight, November 8, 2013 11:46 AM

Mon dernier billet blog. Commentaires bienvenus!

Christine Aizpurua's curator insight, November 10, 2013 1:55 PM

Super article destiné à ceux qui souhaite comprendre l'intelligence émotionnelle si chère aux zèbres

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Manager et dirigeant : taisez vous !

Manager et dirigeant : taisez vous ! | Management et organisation | Scoop.it
Selon trois chercheurs américains, les managers et dirigeants n'écoutent pas assez leurs collaborateurs. Voici trois conseils pour mieux faire.
Manager et dirigeant : taisez vous ! : un article du site Cadre et Dirigeant Magazine.

Via Bastien Gerland
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Bastien Gerland's curator insight, November 5, 2013 1:17 PM

La phrase d'accroche était facile mais tellement VRAIE !

Les meilleurs communiquants ne sont pas ceux qui parlent mais ceux qui écoutent...

Edouard Siekierski's comment, November 7, 2013 12:43 AM
Un proverbe chinois dit: "ceux qui parlent ne savent pas, ceux qui savent ne parlent pas"! :-)
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The One Skill Most Leaders Lack

The One Skill Most Leaders Lack | Management et organisation | Scoop.it

Via Daniel Watson
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Filipe MS Bento's curator insight, April 18, 2013 10:29 AM

Empathy... so true!

John Rudkin's curator insight, April 18, 2013 5:48 PM

Leadership is all too easily manipulated to personal ends. There is always a personal competion going on. Sonmeone always wants what you have, and you yearn for "better".  Sad really.  Empathy cannot be learned, it has to be instilled.  It takes a certain sort of person to be a great leader - one who is led without recourse to demand leadership.

Jerry Linnins's comment, April 28, 2013 10:54 AM
Good read and something to think about in our competition, conflict, challenge, and cost-constrained organizational climates. We need horizontal AND vertical empathy.
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Hey Leaders! Listening Isn't Easy, But It's Essential - Information Management (blog)

Hey Leaders! Listening Isn't Easy, But It's Essential - Information Management (blog) | Management et organisation | Scoop.it
Hey Leaders! Listening Isn't Easy, But It's Essential Information Management (blog) However, in working with leaders at all levels striving to strengthen their performance, listening skills aren't an issue some of the time; they are an issue nearly...

Via Karen Dietz, Bobby Dillard, AlGonzalezinfo
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ozziegontang's curator insight, February 13, 2013 6:52 PM

Karen's insights say it well.

Karen Dietz's comment, February 14, 2013 8:07 AM
Thank you Denyse, Al, and Ozzie for re-scooping and commenting!
Renee Stuart's curator insight, February 14, 2013 10:30 PM

Are you just hearing others or truly listening to others?

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What Would Peter Drucker Think of Your Business?

What Would Peter Drucker Think of Your Business? | Management et organisation | Scoop.it
Everything you need to know about management you can still learn from reading Drucker. What would he think of your business?

Via Tom Hood, David Hain
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Tom Hood's curator insight, January 11, 2013 3:43 PM

Some things are ageless - that would be Peter Drucker. My one book would be Managing in Turbluent Times recommended by former CEO of Moss Adams and former CHair of AICPA & IFAC, Bob Bunting. Great article!

Fred Zimny's curator insight, January 12, 2013 9:46 AM

Oops, i work in education. Wondering if his statement for marketing and innvoation is also relevant for educational organizations.

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What Motivates Workers? Most Employers Seem to Guess Wrong

What Motivates Workers? Most Employers Seem to Guess Wrong | Management et organisation | Scoop.it
What motivates us at work is ultimately a very personal and individual topic, though generalities do apply.

Via F. Thunus, David Hain
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Three Leadership Steps to Defuse Tense Situations

Three Leadership Steps to Defuse Tense Situations | Management et organisation | Scoop.it
How do leaders maintain morale and momentum when members of their team are close to collapsing in frustration over the obstacles they face?

Via F. Thunus, Cori Zuppo, AlGonzalezinfo, David Hain
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