Developing leaders or leadership? Learnings from a “distributed leadership” development approach in a research institute

Développer des leaders ou le leadership ? Enseignements d’une démarche de développement du « leadership distribué » dans un institut de recherche

Philippe Robert-Tanguy ()
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Philippe Robert-Tanguy: IRG - Institut de Recherche en Gestion - UPEC UP12 - Université Paris-Est Créteil Val-de-Marne - Paris 12 - Université Gustave Eiffel, GRIPIC - Groupe de recherches interdisciplinaires sur les processus d’information et de communication - SU - Sorbonne Université

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Abstract: The development of leadership is a priority for corporate management. Leadership development programs typically promote models built around "one" leader, and tend to give a vision of an "ideal" leader. "Post-heroic" leadership theories have emerged, such as "distributed leadership", but they are mainly studied in terms of their effects, with too little focus on their implementation. Based on a collaborative research project conducted in a research institute, this article focuses on the emergence and appropriation of distributed leadership (DL). We propose a model of DL centered around nine roles. This research and its results allow us to discuss the elements that favor the development of distributed leadership in organizations, particularly by constructing an approach more focused on leadership rather than on individual leaders.

Keywords: Leadership Development; Distributed Leadership; Sociology of Organizations; Research Management; Scientific Research; Science; Développement du leadership; Leadership distribué; Sociologie des organisations; Management de la recherche; Recherche scientifique (search for similar items in EconPapers)
Date: 2024-12-02
New Economics Papers: this item is included in nep-inv and nep-ppm
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Published in Annales des Mines - Gérer & comprendre, 2024, N° 158 (158), pp.42-51. ⟨10.3917/geco1.158.0042⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04843617

DOI: 10.3917/geco1.158.0042

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