Make managers, bosses or leaders

Fabriquer des managers, des patrons ou des dirigeants…

Jean-Yves Robin and Benoît Raveleau ()
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Jean-Yves Robin: e-pathie - FMSH - Fondation Maison des sciences de l'homme
Benoît Raveleau: GRANEM - Groupe de Recherche Angevin en Economie et Management - UA - Université d'Angers - AGROCAMPUS OUEST - Institut National de l'Horticulture et du Paysage

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Abstract: The making of leaders, managers or employers is a twofold process: formal and informal. Many of them are self-taught persons, even though the models of Business Schools or Engineering Schools are becoming more and more prominent when it comes to their educational biographies. This is the reason why it is important to identify the kind of relationship these leaders have towards training. Moreover, there are quite a few who define themselves as bosses, managers or executives. This blurred semantics deserves to be questioned. A manager is not always a boss, an executive does not systematically become a manager. That is why it is useful to suggest a typology in order to identify different categories of managers. Whatever their profiles, these leaders will find themselves confronted with the necessity to face three challenges: making sense, acting on others and giving to see.

Keywords: rapport au savoir; activité; formation; cadres; expérience; Manager (search for similar items in EconPapers)
Date: 2017
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Published in Savoirs : Revue internationale de recherches en éducation et formation des adultes, 2017, 44 (2), pp.9-47. ⟨10.3917/savo.044.0009⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-02446289

DOI: 10.3917/savo.044.0009

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