Le leadership comme pratique située: cas de la SNCF

Mohamed Ali Abdelwahed ()
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Mohamed Ali Abdelwahed: CEPN - Centre d'Economie de l'Université Paris Nord - Université Sorbonne Paris Nord, Université Sorbonne Paris Nord

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Abstract: This article examines the leadership of frontline managers at SNCF through a situated and processual perspective. Rather than approaching leadership as a style or a set of individual competencies, it conceptualizes it as an emergent and distributed practice embedded in everyday work. Based on 20 semi-structured interviews and 5 focus groups conducted with frontline managers (Dirigeants de Proximité), the study highlights four central dimensions: the regulation of tensions between safety and performance, discursive framing and sensemaking practices, contextual distribution of authority, and the organization of collective vigilance characteristic of high-reliability environments. The findings show that leadership is constructed through interaction and situated decision-making, at the intersection of technical and relational constraints. The article contributes to moving beyond prescriptive models by proposing a contextualized understanding of frontline management.

Keywords: High reliability; SNCF; Distributed leadership; Frontline management; Situated leadership; Haute fiabilité; Leadership distribué; Management de proximité; Leadership situé (search for similar items in EconPapers)
Date: 2016-01
Note: View the original document on HAL open archive server: https://hal.science/hal-05517886v1
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Published in Humanisme et entreprise, 2016, 1 (326), pp.33

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05517886

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