Leverage effects in proximity management learning

Résumé 0

The current environment for companies is increasingly exacting, complex, and uncertain. Because this environment is constantly developing, and because companies are both the authors and victims of change, their structures evolve as well. Overall, they transform from pyramidal organizations to organic ones. These environmental and organizational changes modify the roles and competencies granted to the companies’ key people. A review of management and leadership theories highlights that the roles and skills expected of these populations consist in the ability to initiate and lead change, to convey meaning in action, and to lead and manage teams. These purposes of managing and leading change or modifying the management style have led to the introduction of new evaluation and follow-up processes: 360˚ feedback, coaching, etc. Connecting them could generate a powerful lever for individual, collective, and organizational learning.