Publications
Discover the scientific and professional publications as well as Chair members’ main contributions.
2024 – DO WOMEN HAVE TO BE NAKED TO GET INTO MUSEUMS? WHY FEMALE ARTISTS CONTINUE TO BE UNDERREPRESENTED IN THE ART WORLD
Discover the article The conversation, written by Guergana Guintcheva and Hager Jemel-Fornetty, exploring how women are represented in museums and in leadership positions.
2023 – VIDEO GAMES PUT TO THE TEST OF PARITY
Find out more about the study carried out by the Chair in 2023, which looks at the representation of women in video games. Based on an analysis of 51 of the world's best-selling games, the study highlights an inequality in the representation of male and female characters.
2023 – NAPOLEON VS MARIE-ANTOINETTE: GENDER STEREOTYPES IN VIDEO GAMES CONSUMPTION AND THEIR REPRODUCTOPN IN GAME NARRATIVES
Discover the paper "Napoleon vs Marie-Antoinette: gender stereotypes in video games consumption and their reproduction in game narratives" published in 2023 the International Journal of Arts Management (IJAM).
2023 – HOW CAN WE ENCOURAGE FATHERS TO TAKE THEIR PATERNITY LEAVE?
Discover the article "How can we encourage fathers to take their paternity leave?" written by the Chair in 2023 and published in The Conversation. It presents some of the results of its study on the representations and expectations of French men and women concerning paternity leave.
2022 – PATERNITY LEAVE: REPRESENTATIONS AND EXPECTATIONS
Discover the study “Paternity leave: representations and expectations” conducted by the Chair in 2022, which attempts to identify why individuals do or do not take advantage of their right to paternity leave. The study focuses on the reasons for taking or not taking paternity leave but also looks at the expectations men and women have towards improving this policy at both the company and societal levels.
2022 – NAPOLEON VS MARIE-ANTOINETTE : GENDER STEREOTYPES IN VIDEO GAME NARRATION
Discover the articles "Napoleon vs Marie-Antoinette: gender stereotypes in video game narration" written by the Chair in 2022 and published in The Conversation.
2020 – IMPACT STUDY OF THE REVEL@HER MENTORING PROGRAMME
The Club XXIe Siècle’s Revel@Her mentoring programme offers unique support to high-potential graduate women from diverse backgrounds to help them overcome the double glass ceiling of their gender and origin.
The Chair, as an expert partner, has been tasked with measuring the mentoring relationship’s impact on the mentees’ leadership.
2019 – IMPACT STUDY OF THE REVEL@HER MENTORING PROGRAMME
The Club XXIe Siècle’s Revel@Her mentoring programme offers unique support to high-potential graduate women from diverse backgrounds to help them overcome the double glass ceiling of their gender and origin.
The Chair, as an expert partner, has been tasked with measuring the mentoring relationship’s impact on the mentees’ leadership.
2018 – DIVERSITY, INCLUSION AND LEADERSHIP STUDY
Equality issues and, more generally, diversity and inclusion have been major concerns for organisations, particularly large companies, for many years. However, despite the efforts made in favour of equality and diversity, whether they are motivated by compliance with non-discrimination laws, the managers’ personal convictions, or the search for increased performance and reputation (APEC, 2015), they have clearly not yet fulfilled all their promises.
2017 – PROMISES AND PARADOXES OF PUBLIC LEADERSHIP
The French civil service currently employs 5.4 million people. Of these, around 21,500 [1] (category A+ employees), i.e. 4% of the public civil servants, are responsible for managing the major administrations, operators, and local authorities of the three public services: the State, hospitals, and regional authorities.
These managers are responsible for translating and implementing public policies. It is also up to these people to involve the civil servants in the large-scale reform and modernisation of French public administrations, whether the reform is decreed by an organic law or a comprehensive revision, driven by a shock of simplification, expected by citizens, or forced by increased austerity.
2015 – THE LEADERSHIP REVOLUTION
Leadership is the result of recognition and attribution: we recognise leadership in someone because they behave in a way that convinces us to follow them.
The objective of this study is to identify, through comparison, both the sources of effectiveness (comparison of experienced leadership and effective leadership) and the areas of managerial development (comparisons of experienced and expected leadership) in order to evolve leadership towards greater effectiveness, diversity, and merit.