Essec\Faculty\Model\Contribution {#2233
  #_index: "academ_contributions"
  #_id: "3864"
  #_source: array:26 [
    "id" => "3864"
    "slug" => "le-leadership-de-proximite-soi-meme-comme-leader-et-leade"
    "yearMonth" => "2011-05"
    "year" => "2011"
    "title" => "Le leadership de proximité : soi-même comme leader et leadé"
    "description" => "ACAR, J.R. et BIBARD, L. (2011). Le leadership de proximité : soi-même comme leader et leadé. Dans: <i>Tous leaders</i>. 1st ed. Eyrolles, pp. 111-118."
    "authors" => array:2 [
      0 => array:3 [
        "name" => "BIBARD Laurent"
        "bid" => "B00000041"
        "slug" => "bibard-laurent"
      ]
      1 => array:1 [
        "name" => "ACAR Jean-Rémy"
      ]
    ]
    "ouvrage" => "Tous leaders"
    "keywords" => array:4 [
      0 => "Créativité"
      1 => "Individu"
      2 => "Proximité"
      3 => "Temps"
    ]
    "updatedAt" => "2021-09-06 14:06:32"
    "publicationUrl" => null
    "publicationInfo" => array:3 [
      "pages" => "111-118"
      "volume" => null
      "number" => null
    ]
    "type" => array:2 [
      "fr" => "Chapitres"
      "en" => "Book chapters"
    ]
    "support_type" => array:2 [
      "fr" => "Editeur"
      "en" => "Publisher"
    ]
    "countries" => array:2 [
      "fr" => null
      "en" => null
    ]
    "abstract" => array:2 [
      "fr" => "La tension temporelle est fondamentale pour tout leadership. Elle sépare à la fois et cimente au présent l’avenir que l’on veut et le passé dont on vient. L’enjeu du leader est de projeter les collectifs dont il a la charge vers un futur encore inexistant, sans lui faire perdre pied. La gestion d’une telle tension s’apprend au mieux au travers du dégagement des conditions pratiques d’un leadership de proximité qui est toujours en partie, celui de tous et de chacun. C’est ce qui est ici exemplifié dans un deuxième temps de cet article."
      "en" => "The most important tension in leadership is time. It both differentiates and consolidates the past and the desired future. The stake is to orient a community towards its future without destabilizing those who are grounded in the past. Managing such a tension may be best learned through considering the conditions of daily leadership and the inherent pressures that every leader experiences. Some examples are given in the second part of the chapter."
    ]
    "authors_fields" => array:2 [
      "fr" => "Management"
      "en" => "Management"
    ]
    "indexedAt" => "2024-11-21T08:21:48.000Z"
    "docTitle" => "Le leadership de proximité : soi-même comme leader et leadé"
    "docSurtitle" => "Chapitres"
    "authorNames" => "<a href="/cv/bibard-laurent">BIBARD Laurent</a>, ACAR Jean-Rémy"
    "docDescription" => "<span class="document-property-authors">BIBARD Laurent, ACAR Jean-Rémy</span><br><span class="document-property-authors_fields">Management</span> | <span class="document-property-year">2011</span>"
    "keywordList" => "<a href="#">Créativité</a>, <a href="#">Individu</a>, <a href="#">Proximité</a>, <a href="#">Temps</a>"
    "docPreview" => "<b>Le leadership de proximité : soi-même comme leader et leadé</b><br><span>2011-05 | Chapitres </span>"
    "docType" => "research"
    "publicationLink" => "<a href="#" target="_blank">Le leadership de proximité : soi-même comme leader et leadé</a>"
  ]
  +lang: "fr"
  +"_type": "_doc"
  +"_score": 8.613594
  +"parent": null
}