Styles de management, climat social et climat éthique: une approche contextuelle

Yvan Barel (), Marc Dumas () and Sandrine Frémeaux ()
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Yvan Barel: LEMNA - Laboratoire d'économie et de management de Nantes Atlantique - IEMN-IAE Nantes - Institut d'Économie et de Management de Nantes - Institut d'Administration des Entreprises - Nantes - UN - Université de Nantes
Marc Dumas: LEGO - Laboratoire d'Economie et de Gestion de l'Ouest - UBS - Université de Bretagne Sud - UBO - Université de Brest - IMT - Institut Mines-Télécom [Paris] - IBSHS - Institut Brestois des Sciences de l'Homme et de la Société - UBO - Université de Brest - UBL - Université Bretagne Loire - IMT Atlantique - IMT Atlantique - IMT - Institut Mines-Télécom [Paris]
Sandrine Frémeaux: Audencia Business School

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Abstract: Subject to stronger economic demands, managers may reflect on the choice of management style – coercive, pacesetting, affiliative, democratic, coaching, authoritative – and its potential impact on social and ethical climates. Based on a study of a semi-public organization with 598 employees resulting in a questionnaire (322 returns), followed by a qualitative investigation (88 middle managers), this study tested the links between management styles and social climate and also the links between management styles and ethical climate. It shows that an affiliative style can have the highest impact on a benevolent ethical climate and that in a context marked by a lack of guidance, all management styles, including coercive and pacesetting styles, can have a positive impact on climates.

Keywords: Management style; Social climate; Ethical climate; Social climate; Ethical climate; Style de management; Climat social; Climat éthique (search for similar items in EconPapers)
Date: 2017
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Published in Revue de Gestion des Ressources Humaines, 2017, 105 (3), pp.19-37. ⟨10.3917/grhu.105.0019⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01682350

DOI: 10.3917/grhu.105.0019

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