Essec\Faculty\Model\Contribution {#2216
  #_index: "academ_contributions"
  #_id: "14625"
  #_source: array:26 [
    "id" => "14625"
    "slug" => "weary-of-the-harsh-realities-of-people-management-leadership-development-as-cultivating-a-taste-for-muddy-situations"
    "yearMonth" => "2024-01"
    "year" => "2024"
    "title" => "Weary of the Harsh Realities of People Management?  Leadership Development as Cultivating a Taste for Muddy Situations"
    "description" => "CAVARRETTA, F. (2024). Weary of the Harsh Realities of People Management?  Leadership Development as Cultivating a Taste for Muddy Situations. <i>Organizational Dynamics</i>, In press, pp. 101028."
    "authors" => array:1 [
      0 => array:3 [
        "name" => "CAVARRETTA Fabrice"
        "bid" => "B00119673"
        "slug" => "cavarretta-fabrice"
      ]
    ]
    "ouvrage" => ""
    "keywords" => array:4 [
      0 => "Leadership"
      1 => "motivation"
      2 => "emotions"
      3 => "expectations"
    ]
    "updatedAt" => "2024-10-31 13:51:19"
    "publicationUrl" => "https://www.sciencedirect.com/science/article/pii/S0090261624000019"
    "publicationInfo" => array:3 [
      "pages" => "101028"
      "volume" => "In press"
      "number" => null
    ]
    "type" => array:2 [
      "fr" => "Articles"
      "en" => "Journal articles"
    ]
    "support_type" => array:2 [
      "fr" => "Revue scientifique"
      "en" => "Scientific journal"
    ]
    "countries" => array:2 [
      "fr" => null
      "en" => null
    ]
    "abstract" => array:2 [
      "fr" => "Les praticiens sont confrontés à une multitude de prescriptions sur le leadership, chacune mettant en évidence différentes dimensions à prendre en compte en tant que leader. La littérature contemporaine, par exemple, met l’accent sur des aspects tels que l’authenticité, la vision, les relations et le fait d’être un leader-serviteur. Concernant le processus pour devenir un leader, le problème principal qui a été identifié est le changement de rôle, afin de reconstruire son identité et de devenir un serviteur discret de son équipe. Aussi appropriées soient-elles, ces prescriptions échouent souvent, ignorant les besoins profonds du leader, ce qui implique malheureusement un manque de motivation pour agir de manière appropriée. Cette étude propose un cadre pour le leadership conçu comme un processus qui nécessite une motivation et des attentes appropriées. Cela suggère que le leadership se produit principalement lorsque l’acteur suit un ensemble compact de perceptions cognitives, émotionnelles et appréciatives, que nous qualifions d’esthétique. L’article identifie différentes esthétiques possibles du leadership et suggère que les acteurs peuvent être orientés vers une esthétique opérante afin de devenir « l’ingénieur de son système social ». On insiste sur le besoin de créer et maintenir une structure de motivation et d’attentes grâce à des indications conçues pour concentrer les leaders sur la nature profonde de leur mission."
      "en" => "Practitioners face a wealth of perspectives on leadership, each highlighting different dimensions to attend to as a leader. Contemporary literature, for instance, emphasizes aspects such as authenticity, vision, relationships, and being a servant leader. Regarding the process of becoming a leader, it suggests a path involving changing roles, rebuilding one’s identity, and becoming a quiet servant of one’s followers. However appropriate, these prescriptions often fail to address the misplaced expectations of practitioners, mostly lack of preparedness for people management, for its gritty realities and frustrations which sometimes resembles being dragged in the mud. This study proposes a framework whereby enactment of leadership necessitates adequate motivation and expectations. As leaders behave in patterns of cognitive, emotional, and appreciative perceptions, it proposes to approach leaders’ development as an issue of aesthetics, of taste development. The framework identifies different possible aesthetics of leadership, and suggests that the most operant aesthetic of leadership would taste less of grandiosity than of hardships."
    ]
    "authors_fields" => array:2 [
      "fr" => "Management"
      "en" => "Management"
    ]
    "indexedAt" => "2024-12-21T15:21:45.000Z"
    "docTitle" => "Weary of the Harsh Realities of People Management?  Leadership Development as Cultivating a Taste for Muddy Situations"
    "docSurtitle" => "Journal articles"
    "authorNames" => "<a href="/cv/cavarretta-fabrice">CAVARRETTA Fabrice</a>"
    "docDescription" => "<span class="document-property-authors">CAVARRETTA Fabrice</span><br><span class="document-property-authors_fields">Management</span> | <span class="document-property-year">2024</span>"
    "keywordList" => "<a href="#">Leadership</a>, <a href="#">motivation</a>, <a href="#">emotions</a>, <a href="#">expectations</a>"
    "docPreview" => "<b>Weary of the Harsh Realities of People Management?  Leadership Development as Cultivating a Taste for Muddy Situations</b><br><span>2024-01 | Journal articles </span>"
    "docType" => "research"
    "publicationLink" => "<a href="https://www.sciencedirect.com/science/article/pii/S0090261624000019" target="_blank">Weary of the Harsh Realities of People Management?  Leadership Development as Cultivating a Taste for Muddy Situations</a>"
  ]
  +lang: "en"
  +"_type": "_doc"
  +"_score": 8.83707
  +"parent": null
}