Quel management pour faire équipe ?

Marc Dumas (), Nikolaz Le Vaillant () and Margot Argence ()
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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]
Nikolaz Le Vaillant: 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]

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Abstract: What kind of team management? We look at the impact of shared management on care units. We will see that, in addition to the regulatory aspects, power sharing promotes teamwork, individual and collective performance, and team cohesion. The aim is to ensure continuity and quality of care, while preserving quality of life and working conditions for employees. We shall see that the manager's role is fundamental in this participative approach, which sometimes breaks away from more traditional models.

Keywords: leadership; participative; power; team; équipe; participatif; pouvoir (search for similar items in EconPapers)
Date: 2024-09
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Published in Soins Cadres, 2024, 153

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04692072

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