Liberation management or having the courage to set one’s employees free?

Matthieu Battistelli (), Anne-Sophie Dubey (), Clara Letierce and Caroline Mattelin-Pierrard ()
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Matthieu Battistelli: IREGE - Institut de Recherche en Gestion et en Economie - USMB [Université de Savoie] [Université de Chambéry] - Université Savoie Mont Blanc
Anne-Sophie Dubey: CRG I3 - Centre de recherche en gestion I3 - X - École polytechnique - IP Paris - Institut Polytechnique de Paris - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique
Clara Letierce: BSB - Burgundy School of Business (BSB) - Ecole Supérieure de Commerce de Dijon Bourgogne (ESC)
Caroline Mattelin-Pierrard: IREGE - Institut de Recherche en Gestion et en Economie - USMB [Université de Savoie] [Université de Chambéry] - Université Savoie Mont Blanc, PRISM Sorbonne - Pôle de recherche interdisciplinaire en sciences du management - UP1 - Université Paris 1 Panthéon-Sorbonne

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Abstract: This article explores managerial courage in liberated companies, investigating its manifestations and the influence of distributed managerial roles. Inductive analysis of organizational contexts reveals three levels of managerial courage: individual (being authentic, expressing convictions and emotions, taking on responsibilities), collective (reflexivity, paced decision-making, emotional consideration), and organizational (facilitating structures and processes). These findings contribute to understanding liberated companies, showcasing a modern form of courage and providing an analytical framework for assessing organizational "liberation." The study emphasizes the interplay between individual and collective courage, while practical implications highlight the importance of authenticity and organizational processes in fostering courageous behaviors.

Date: 2023-07
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Published in EGOS 2023, Jul 2023, Cagliari (Sardaigne), Italy

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04883555

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