Leadership and management practices

Leadership and management practices

A manager or leader role is among those that have evolved the most across companies. Within a few decades, some companies have chosen to move from a hierarchical pyramidal structure to a more transparent, shared management approach that promotes collective intelligence.

It remains true that – in light of absence of a prominent company’s role and at a human level – the fulfillment of a leadership position implies – on the one hand – meeting the business objectives of a team, service or department and – on the other hand – inspiring employees to keep them motivated and efficient. The challenge lies in the leader’s ability to build a confident and autonomous team that has the ability to act and react to various organizational changes.  

A leader must, also, have the ability to evolve from authority to support, from individualism to partnership, from discipline to accountability, from human resources to human potentials management.

Indeed, this is a delicate balance to achieve; one implying active listening and assumed decision-making.

Leadership and management practices have, therefore, evolved considerably. Hence, one must to be able to adopt changes for deployment and steering purposes across teams (and the rest of the company as well), to fulfill their role as a coach rather than as a "simple" manager and to build a strong team spirit, while skillfully managing different generations of employees and challenging personalities.

Becoming this inspiring leader and implementing these management practices involving delegation, accountability, motivation, management and - above all - communication is not an innate talent, but a great opportunity for a manager to have the ability to develop their know-hows and interpersonal skills, while give new impetus to their professional career.

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