Publications
Discover the scientific and professional publications as well as the main interventions of the Chair members.
2020 - IMPACT STUDY OF THE [email protected] MENTORING PROGRAMME
offers a unique support to high-potential women graduates from diverse backgrounds to help them overcome the double glass ceiling due to their gender and origin.
The Chair, as an expert partner, has been mandated to measure the impact of the mentoring relationship on the leadership of the women mentees.
2020 - IMPACT STUDY OF THE [email protected] MENTORING PROGRAMME
offers a unique support to high-potential women graduates from diverse backgrounds to help them overcome the double glass ceiling due to their gender and origin.
The Chair, as an expert partner, has been mandated to measure the impact of the mentoring relationship on the leadership of the women mentees.
2019 - IMPACT STUDY OF THE [email protected] MENTORING PROGRAMME
The [email protected] mentoring programme of the Club XXIe Siècle offers a unique support to high-potential women graduates from diverse backgrounds to help them overcome the double glass ceiling due to their gender and origin.
The Chair, as an expert partner, has been mandated to measure the impact of the mentoring relationship on the leadership of the women mentees.
MARCH 2018 - DIVERSITY, INCLUSION AND LEADERSHIP STUDY
Equality issues, and more generally diversity and inclusion, have been a major concern of organisations, and in particular large companies, for some years. However, whether they are motivated by simple compliance with non-discrimination laws, the personal conviction of managers or the search for performance and increased reputation (APEC, 2015), the efforts made in favour of equality and diversity have clearly not yet fulfilled all their promises.
MAY 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+ agents), i.e. 4% of the agents in the public sphere, are responsible for managing the major administrations, operators and local authorities of the three public services: the State, local authorities and hospitals.
These managers are responsible for translating and implementing public policies. It is also up to these people to involve the agents in the large-scale reform and modernisation of French public administrations, whether this is decreed by an organic law or a general review, stimulated by a shock of simplification, expected by the citizen or forced by greater sobriety.
2015 - THE LEADERSHIP REVOLUTION
Leadership is the result of a process of recognition and attribution: we recognise leadership and a leadership role in someone because they behave in a way that convinces us to follow them.
The objective in this study is, beyond the description of the current leadership of French managers, to identify, through comparison, both the sources of effectiveness (comparison between experienced leadership and effective leadership) and the areas of managerial development (comparisons between experienced and expected leadership) in order to make leadership evolve towards greater effectiveness, diversity and exemplarity.