{"id":3308,"date":"2024-01-25T16:59:47","date_gmt":"2024-01-25T15:59:47","guid":{"rendered":"https:\/\/idealead.eu\/?p=3308"},"modified":"2024-01-25T17:00:41","modified_gmt":"2024-01-25T16:00:41","slug":"leadership","status":"publish","type":"post","link":"https:\/\/idealead.eu\/index.php\/2024\/01\/25\/leadership\/","title":{"rendered":"IDEALEAD pr\u00e9sente le leadership \u00e0 FCE29"},"content":{"rendered":"\t\t
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A l’occasion d’un atelier de professionnalisation propos\u00e9 \u00e0 ses adh\u00e9rentes , l’association Femmes Chefs d’Entreprises du Finist\u00e8re (FCE29) , Florence FARGIER – IDEALEAD et Christelle DRUAIS- ABERS RH, ont anim\u00e9 une conf\u00e9rence sur le management dans les organisations avec en point d’orgue la question du leadership,\u00a0 des managers et des collaborateurs, garant de la co-responsabilit\u00e9 et de l’autonomie des personnes \u00e0 leur poste. <\/p>\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Triste constat pour le monde de l\u2019entreprise :<\/b><\/p>

  • \u00a030% des salari\u00e9s s\u2019appliquent \u00e0 bien faire leur travail<\/li>
  • \u00a050% des salari\u00e9s se contentent de faire leurs heures<\/li>
  • \u00a020% d\u00e9pensent leur temps \u00e0 m\u00e9dire ou se plaindre<\/li><\/ul>

    Selon l\u2019\u00e9tude de l’institut Gallup (2013) , la raison principale de ce d\u00e9sinvestissement r\u00e9side dans un leadership d\u00e9faillant. <\/p>\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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    \n\t\t\t\t\t\t\t\t\t\t\t\t\t\"leadership\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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    Les leaders ont une vision, <\/b><\/p>

    • Le leader a une vision inspirante qui devra \u00eatre transform\u00e9e en r\u00e9alit\u00e9.<\/li><\/ul>

      Les leaders aiment le changement<\/b><\/p>

      • Le leader veut faire bouger les choses, changer les habitudes. Il est pour le changement et l’innovation, m\u00eame si cela d\u00e9pla\u00eet ou d\u00e9range.<\/li><\/ul>

        Les leaders prennent des risques <\/b><\/p>

        • Le leader essaye et tente de nouvelles choses. Il ne craint pas l’\u00e9chec qu’il consid\u00e8re comme un pas de plus vers la r\u00e9ussite.<\/li><\/ul>

          Les leaders stimulent. <\/b><\/p>

          • Le leader voit le potentiel des personnes qui l’entourent et les encourage \u00e0 l\u2019exprimer.<\/li><\/ul>

            Les leaders ont des fans. <\/b><\/p>

            • Le leader est entour\u00e9 de personnes qui font plus que simplement le suivre\u00a0: ils deviennent de fervents supporteurs qui l’aident \u00e0 atteindre ses objectifs, \u00e0 augmenter sa visibilit\u00e9 et sa cr\u00e9dibilit\u00e9.<\/li><\/ul>\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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              Les managers ont des objectifs.<\/b><\/p>

              • Le manager se concentre sur la mise en place, la mesure et l’atteinte d’objectifs. Il contr\u00f4le l’activit\u00e9 de son \u00e9quipe afin d’atteindre ou de d\u00e9passer les objectifs fix\u00e9s.<\/li><\/ul>

                Les managers pr\u00e9f\u00e8rent l’am\u00e9lioration<\/b><\/p>

                • Le manager suit et am\u00e9liore ce qui est d\u00e9j\u00e0 en fonctionnement.<\/li><\/ul>

                  Les managers contr\u00f4lent les risques<\/b><\/p>

                  • Le manager cherche \u00e0 tout prix \u00e0 minimiser les risques. Il pr\u00e9f\u00e8re \u00e9viter ou contr\u00f4ler les probl\u00e8mes plut\u00f4t que d’y \u00eatre confront\u00e9.<\/li><\/ul>

                    Les managers dirigent. <\/b><\/p>

                    • Le manager attribue les t\u00e2ches et donne la direction \u00e0 suivre pour les accomplir.<\/li><\/ul>

                      Les managers ont des employ\u00e9s.<\/b><\/p>

                      • <\/b>Le manager est entour\u00e9 de collaborateurs qui suivent ses directives et cherchent \u00e0 le satisfaire<\/li><\/ul>\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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                        • Un manager a tout int\u00e9r\u00eat \u00e0 un \u00eatre un leader, un leader n\u2019est pas forc\u00e9ment un manager.<\/strong><\/li>
                        • Dans une \u00e9quipe il y a un manager, et tout le monde est potentiellement leader. Contrairement au manager, \u00eatre leader dans une entreprise n’est pas un statut, mais une reconnaissance<\/strong><\/li>
                        • Le leadership peut tourner dans une \u00e9quipe en fonction des circonstances\u00a0: leader de r\u00e9union, leader de projet, leader d\u2019atelier, leader de s\u00e9quence.<\/strong><\/li>
                        • Le leadership est davantage une comp\u00e9tence, un savoir-faire doubl\u00e9 d\u2019un savoir-\u00eatre, plut\u00f4t qu\u2019un statut<\/strong><\/li><\/ul>\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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                          Les SIX STYLES DE LEADERSHIP DE D. GOLEMAN (Intelligence \u00e9motionnelle)<\/strong><\/p>\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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                          Styles <\/b><\/p><\/td>

                          Utilisation optimale<\/b><\/p><\/td>

                          Risques<\/b><\/p><\/td><\/tr>

                          Directif<\/b><\/p><\/td>

                          en situation de crise, lorsqu\u2019une action imm\u00e9diate est n\u00e9cessaire, ou pour \u00ab serrer la vis \u00bb aux collaborateurs qui ne suivent pas les consignes ou attendent passivement qu\u2019on leur donne des t\u00e2ches bien pr\u00e9cises.<\/p><\/td>

                          Ne fonctionne pas pour g\u00e9rer des t\u00e2ches complexes faisant appel \u00e0 l\u2019initiative et \u00e0 la cr\u00e9ativit\u00e9 de l\u2019\u00e9quipe. Ce style est donc globalement \u00e0 \u00e9viter<\/b> et \u00e0 utiliser avec mod\u00e9ration et de mani\u00e8re cibl\u00e9e.<\/p><\/td><\/tr>

                          Chef de file<\/b><\/p><\/td>

                          Pour obtenir des r\u00e9sultats rapides si l\u2019\u00e9quipe est tr\u00e8s motiv\u00e9e et comp\u00e9tente.<\/p><\/td>

                          Ce style ne favorise pas la mont\u00e9e en comp\u00e9tences des \u00e9quipes.<\/p>

                          Les leaders \u00ab\u00a0Chefs de file\u00a0\u00bb risquent de manquer de patience avec les moins performants et de reprendre les t\u00e2ches \u00e0 leur compte, induisant un surcro\u00eet de travail pour le\/la leader et une d\u00e9motivation, perte d\u2019estime et de confiance en soi pour la personne concern\u00e9e qui est \u00ab\u00a0mise en \u00e9chec\u00a0\u00bb.<\/p><\/td><\/tr>

                          Visionnaire<\/b><\/p><\/td>

                          Pour donner de l\u2019espoir, lever les r\u00e9sistances au changement, orienter les \u00e9quipes dans un environnement complexe et montrer la voie, p.ex. lors de transformations importantes de l\u2019organisation<\/p><\/td>

                          Pas adapt\u00e9 \u00e0 la gestion de crise qui demande d\u2019agir rapidement et d\u2019\u00eatre plus directif.<\/p>

                          Par ailleurs, il est n\u00e9cessaire de traduire la vision en actes concrets et tangibles<\/p><\/td><\/tr><\/tbody><\/table>\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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                          Styles <\/b><\/p><\/td>

                          Utilisation optimale<\/b><\/p><\/td>

                          Risques<\/b><\/p><\/td><\/tr>

                          Collaboratif<\/b><\/p><\/td>

                          En cas de tensions (comp\u00e9tition interne, conflits interpersonnels) et chaque fois qu\u2019il est n\u00e9cessaire de renforcer l\u2019entraide et la collaboration en p\u00e9riode difficile.<\/p><\/td>

                          Style qui peut para\u00eetre trop \u00ab\u00a0mou\u00a0\u00bb et pas assez stimulant pour des collaborateurs tr\u00e8s performants ou qui ont besoin de se sentir \u00ab\u00a0encadr\u00e9s\u00a0\u00bb<\/p><\/td><\/tr>

                          Participatif<\/b><\/p><\/td>

                          Quand il est utile de stimuler l\u2019intelligence collective, la co-cr\u00e9ation et l\u2019innovation . Permet\u00a0 d\u2019impliquer activement chaque membre de l\u2019\u00e9quipe dans la prise de d\u00e9cisions.<\/p><\/td>

                          Peu efficace quand il s\u2019agit d\u2019obtenir des r\u00e9sultats rapides, et inadapt\u00e9 voir m\u00eame dangereux en temps de crise<\/p><\/td><\/tr>

                          Coach<\/b><\/p><\/td>

                          Quand il est utile d\u2019aider les personnes \u00e0 s\u2019am\u00e9liorer, \u00e0 d\u00e9velopper leurs ressources, \u00e0 \u00eatre plus efficaces, plus autonomes<\/p><\/td>

                          Ce style ne fonctionne pas avec les personnes qui attendent un style de management plus cadrant et directif.<\/p><\/td><\/tr><\/tbody><\/table>\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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                          L’enjeu pour un leader est de d\u00e9couvrir ses pr\u00e9f\u00e9rences comportementales, de s’appuyer sur son aptitude \u00e0 exercer son leadership dans un style ou un autre, et de se renforcer avec lucidit\u00e9 l\u00e0 o\u00f9 il se sent le moins \u00e0 l’aise. Car chaque style a son utilit\u00e9 et son int\u00e9r\u00eat selon les situations que traverse l’entreprise et l’\u00e9quipe. <\/p>\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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                          CITATIONS INSPIRANTES<\/strong><\/em><\/span><\/p>

                          \u00ab Les leaders seront ceux qui donnent des pouvoirs aux autres \u00bb<\/strong><\/em>\u00a0\u00a0 Bill Gates<\/em><\/span><\/p>

                          \u00ab\u00a0Aucun homme ne fera un grand leader s\u2019il veut faire tout lui-m\u00eame ou recevoir tous les honneurs pour le faire\u00a0\u00bb<\/strong><\/em> Andrew Carnegie<\/em><\/span><\/p>

                          \u00ab\u00a0D\u00e9l\u00e9guer, ce n\u2019est pas perdre son autorit\u00e9, c\u2019est lib\u00e9rer les \u00e9nergies\u00a0\u00bb<\/strong><\/em>\u00a0 Claude Onesta<\/em><\/span><\/p>

                          \u00ab\u00a0J\u2019ai commenc\u00e9 avec le postulat que la fonction du leadership est de produire d\u2019autres leaders, pas plus de suiveurs\u00a0\u00bb<\/strong><\/em> Ralph Nader<\/em><\/span><\/p>

                          \u00ab\u00a0N\u2019importe qui peut tenir le gouvernail lorsque la mer est calme\u00a0\u00bb<\/strong><\/em> Publilius Syrus<\/em><\/span><\/p>

                          \u00ab\u00a0Le leadership est la capacit\u00e9 \u00e0 faire d\u2019une vision une r\u00e9alit\u00e9\u00a0\u00bb<\/strong><\/em> Warren Bennis<\/em><\/span><\/p>

                          \u00ab\u00a0Les leaders doivent \u00eatre suffisamment proches pour entrer en relation avec les autres, mais suffisamment devant pour les motiver\u00a0\u00bb<\/strong><\/em> John Maxwell<\/em><\/span><\/p>

                          \u00ab\u00a0La qualit\u00e9 de notre communication est d\u00e9termin\u00e9e non par la mani\u00e8re dont nous disons les choses, mais par la mani\u00e8re dont elles sont comprises\u00a0\u00bb<\/strong><\/em> Andrew Grove<\/em><\/span><\/p>

                          \u00ab\u00a0Vos employ\u00e9s sont intelligents. C\u2019est pour cela que vous les avez recrut\u00e9s. Alors traitez-les de la sorte.\u00a0\u00bb<\/strong><\/em> Ed Catmull<\/em><\/span><\/p>

                          \u00ab\u00a0Traitez un individu comme il est, il restera ce qu\u2019il est. Traitez-le comme il doit et peut devenir, il deviendra ce qu\u2019il doit et peut \u00eatre\u00a0\u00bb<\/strong><\/em> Goethe<\/em><\/span><\/p>

                          \u00ab\u00a0Le leadership n\u2019a rien \u00e0 avoir avec les titres, les positions, encore moins avec les organigrammes. C\u2019est la capacit\u00e9 qu\u2019a une personne \u00e0 utiliser sa vie pour influencer d\u2019autres vies.\u00a0\u00bb<\/strong><\/em> John C. Maxwell <\/strong><\/em><\/span><\/p>\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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                          Si cet article, qui reprend quelques extraits de la conf\u00e9rence, vous inspire, prenons contact pour en discuter ! <\/strong><\/span><\/p>

                          \u00a0<\/p>

                          contact@idealead.eu<\/strong><\/span><\/p>

                          06.47.68.99.13<\/strong><\/span><\/p>\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

                          A l’occasion d’un atelier de professionnalisation propos\u00e9 \u00e0 ses adh\u00e9rentes , l’association Femmes Chefs d’Entreprises du Finist\u00e8re (FCE29) , Florence FARGIER – IDEALEAD et Christelle DRUAIS- ABERS RH, ont anim\u00e9 une conf\u00e9rence sur le management dans les organisations avec en point d’orgue la question du leadership,  des managers et des collaborateurs, garant de la co-responsabilit\u00e9 […]<\/p>\n","protected":false},"author":3,"featured_media":3312,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"set","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""}}},"categories":[1],"tags":[],"yoast_head":"\nIDEALEAD pr\u00e9sente le leadership \u00e0 FCE29 - 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