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. .. Remerciements,

. .. Introduction-generale,

P. .. Conceptuel,

. .. Définitions-du-leadership,

, 3 L'apport du modèle des cinq grands facteurs de personnalité, Les théories des traits de personnalités, vol.2, 1948.

, 57 3.1 L'Université d'Iowa : Lewin, Lippitt et White (1939)

X. Théorie, Y. Théorie, and ;. ). Mcgregor, 59 3.3 L'Université d'Ohio -Structuration et considération, 1960.

.. .. L'université-du-michigan, , p.61

L. Travaux-de-blake-et-mouton and .. .. ,

R. Likert and ;. ). , , 1961.

L. and .. .. , Section, vol.4

. .. Le-modèle-de-fiedler,

. .. Théorie-de-l'objectif-trajectoire,

.. .. Théorie-de-l'échange-leader/membre,

.. .. Conclusion,

, 95 Section 1 : L'approche par les compétences, Les approches contemporaines et émergentes du leadership, vol.2, 1955.

, Section 3 : Les approches émergentes du leadership

. .. Le,

. .. Le-servant-leadership,

. .. Le,

. .. Le, 125 3.6 L'école de la cognition : le traitement de l'information par les leaders
URL : https://hal.archives-ouvertes.fr/hal-00178915

). .. L'école-Évolutionniste-;-biologiste,

.. .. Conclusion,

.. .. Positionnement-théorique-de-la-recherche,

, 145 Section 1 : Qu'est-ce qu'une émotion ?, Les émotions au travail : émergence d'un objet d'étude, vol.3

. .. Affects, 149 Section 2 : Les différentes perspectives de l'étude des émotions

. .. La-perspective-darwinienne,

.. .. Synthèse,

, Classification et conceptualisation des émotions, vol.3

.. .. Synthèse,

.. .. Synthèse,

. .. D'une-proscription, 172 1.2 Synthèse de l'émergence de l'objet d'étude

. .. Émotionnelle, 179 2.2 L'approche par les traits : Le modèle de Petrides et Furnham, Les différentes approches de l'intelligence, vol.2

. Le, IE : vers une définition des compétences émotionnelles

, Synthèse des différents modèles de l'intelligence émotionnelle et positionnement de la recherche, p.194

, Section 3 : Les compétences émotionnelles, choix d'un cadre théorique

. .. Epistémologie, 245 Section 1 : La conception du processus de la recherche, Chapitre, vol.5

L. .. ,

.. .. Stratégies-de-la-recherche,

, Élaboration du design de la recherche

, 272 2.1 Présentation de la méthodologie des entretiens semi-directifs, Processus de recueil et de traitement des données, vol.2

. .. Synthèse-de-notre-démarche-de-codage, 293 Section 3 : Validité et fiabilité de la recherche

. .. Validité-du-construit, 299 3.2 fiabilité et validité de l'instrument de mesure

.. .. Validité-interne-de-la-recherche,

.. .. Fiabilité-de-la-recherche,

.. .. Validité-externe-de-la-recherche,

.. .. Synthèse,

, 312 Section 2 : Devenir leader : un impératif pour les managers ?, Les compétences émotionnelles et efficacité du leadership, vol.6

. .. Le-rôle-du-manager, 320 2.3 Distinction manager/leader : une distinction désormais archaïque ?

. .. , 328 3.1 Les dimensions de l'efficacité du leadership, Le rôle déterminant des compétences émotionnelles dans l'efficacité du leadership, vol.3

. .. Les-compétences-Émotionnelles, 3 L'influence des compétences émotionnelles sur l'efficacité du leadership

, Conclusion et synthèse de la section

.. .. Synthèse,

, Le style émotionnel du leadership, vol.7

. .. La-disponibilité-Émotionnelle, Communication des émotions : l'importance de l'authenticité du leader émotionnel

, Conclusion et synthèse de la section

, 411 2.1 Le leader émotionnel : un leader caméléon

, 434 3.1 L'histoire personnelle : des expériences de vie, un facteur déterminant, Section 3 : Les antécédents du style émotionnel

, Le parcours professionnel : un autre facteur déterminant de leadership émotionnel

, La maîtrise des compétences émotionnelles : la formation, facteur déterminant

, Conclusion et synthèse de la section

, Section 4 : Les facteurs de contingence émotionnels

L. , .. .. , and Y. .. , 443 4.2 Le profil des collaborateurs : entre ouvriers et cadres

, La nature de l'environnement : un facteur de contingence, deux dimensions

, La taille de la structure : un élément déterminant pour le style émotionnel

, Conclusion et synthèse de la section, p.454

.. .. Synthèse,

. .. Discussions, 462 1.1 Discussions et synthèse de la stratégie de la recherche, Chapitre, vol.8

, Discussions des principaux résultats et définition du leadership émotionnel

, Contributions générales de nos travaux, vol.2

L. and .. .. , Section, vol.3

L. Validité and .. .. ,

L. and .. .. ,

, Section 4 : Les perspectives de la recherche

. .. Approfondissement-de-la-recherche, 487 4.2 Élargissement et ouverture sur d'autres champs de recherche

. .. Conclusion-generale,

. .. Bibliographie,

. .. Table-des-matieres,

. Liste and . .. Schemas,

. Liste, . Figures, and . .. Graphiques,

. .. Liste-des-tableaux,

. .. Liste-des-annexes, Lexique associé aux émotions de base Annexes, vol.1

, En quoi consiste votre activité ?

, Votre activité connait-elle un contexte particulier ?

. Trouvez-vous-que-le-climat and . Tendu,

, Croyez-vous que ce climat influence votre activité en général ?

, Et votre manière de gérer vos collaborateurs ?

, Pourriez-vous me raconter un exemple où vous avez été en situations de management /leadership de collaborateurs ? Management et Leadership 1. Selon vous, c'est quoi le management ? 2. Et le leadership ? 3. Pourriez-vous me donner un exemple de gens que vous considérez comme leaders ?

, Existe-t-il, selon vous, une différence entre management et leadership?

, Selon vous, existe-t-il une différence entre manager et leader en termes de compétences ?

, Pourriez-vous me donner un exemple, de cette différence entre manager et leader ? Compétences et Leadership 1. Selon vous, quelles sont les compétences nécessaires pour un leader en général?

, Comment les organisez-vous ? (Typologie)

, Selon vous quelles sont les compétences que vous jugez importantes pour votre secteur d'activité?

, Pensez-vous que chaque environnement suppose un type de compétences particulier plutôt qu'un autre?

, Selon vous, c'est quoi un style de leadership ? 2. Selon vous, existerait-il plusieurs styles de leadership ? 3. Pensez-vous qu'un individu (leader) puisse changer de style en fonction de la situation ?

, Vous n'auriez pas un exemple où vous avez eu le sentiment de changer de style de leadership car la situation l'exigeait ?

, Selon vous, qu'est ce qui permet de le changer ?

, Pensez-vous qu'il existe une relation entre les compétences d'un leader et son style de leadership ?

, Dans quelle mesure ? vous n'auriez pas un exemple ?

, Selon vous, qu'est-ce que l'efficacité du leadership ?

, Comment la mesurez-vous ?

, Vous n'auriez pas un exemple ?

P. Qu, il y a une relation entre les compétences des leaders et l'efficacité du leadership ?

, Quelles compétences ?

, Pour vous, existe-il un lien entre les compétences émotionnelles du leader et l'efficacité du leadership ?

, Je n'arrive pas à m'expliquer les réactions émotionnelles des gens

, Quand je me sens bien, j'arrive facilement à savoir si c'est parce que je suis content

, Je sais lorsqu'une personne est en colère, triste, ou joyeuse même si elle ne m'en parle pas

, J'arrive facilement à trouver les mots pour décrire ce que je ressens

, Je ne me base jamais sur mes émotions pour orienter ma vie

, Quand je me sens mal, je fais facilement le lien avec une situation qui m'a touché(e)

, La plupart du temps, il m'est facile de comprendre pourquoi les gens ressentent ce qu'ils ressentent

, Je ne comprends pas pourquoi mes proches réagissent comme ils réagissent

, Quand je vois quelqu'un qui est stressé ou anxieux, il m'est facile de le calmer

, Lors d'une dispute, je n'arrive pas à savoir si je suis triste ou en colère

, J'utilise mes émotions pour améliorer mes choix de vie

, J'essaie d'apprendre des situations ou des émotions difficiles

, C'est difficile pour moi d'expliquer aux autres ce que je ressens même si je le veux

, Je ne comprends pas toujours pourquoi je suis stressé(e)

, Si quelqu'un venait me voir en pleurs, je ne saurais pas quoi faire

, Quand je suis en colère, je peux facilement me calmer

, Je suis surpris(e) par la réaction de certaines personnes parce que je n'avais pas perçu qu'elles étaient déjà de mauvaise humeur

, Mes émotions m'informent de ce qui est important pour moi

, Les autres n'acceptent pas la manière dont j'exprime mes émotions

. Souvent,

, Il m'arrive souvent de ne pas savoir dans quel état émotionnel se trouvent les personnes autour de moi

, Quand je me sens mal, il m'est difficile de savoir quelle émotion je ressens exactement

, Lorsque je suis confronté(e) à une situation stressante, je fais en sorte d'y penser de manière à ce que cela m'aide à rester calme

, Annexe 4 : Multifactor Leadership Questionnaire (MLQ) Form 6S

, This questionnaire provides a description of your leadership style. Twenty-one descriptive statements are listed below. Judge how frequently each statement fits you. The word others may mean your followers, clients, or group members

, Phases de l'efficacité du leadership mesurées par le Leadership Behaviour Inventory (LBI) (Spangenberg et Theron, vol.5, p.17, 2001.