Résumés
Résumé
Après avoir proposé une définition du leadership et expliqué la différence entre dimension et style de leadership, l'auteur résume les principales études qui ont porté sur les dimensions du leadership et suggère une classification qui semble pouvoir intégrer les connaissances acquises jusqu'à maintenant. L'étude de quelques auteurs bien connus pour leurs écrits sur les styles de leadership permet ensuite de voir à quelles dimensions ces auteurs ont fait appel pour définir les styles dont ils nous parlent
Abstract
Following a definition of leadership, the author distinguishes between a dimension of leadership (a continuum of activities which belong to a sameconcept and represent different levels of that concept) and a leadership style (a particular level on a dimension or a particular way of combining several dimensions). The work of several authors who have researched or discussed the dimensions of leadership is then reviewed in some detail: Fleishman, Hams, and Burtt; Kahn; Kahn and Katz; Cartwright and Zander; Likert; Bowers and Seashore ; Yukl ; Bass and Valenzi ; House. On the basis of this review of the literature, the author argues that leadership behavior should be studied under five dimensions which are described at some length: direction and structure, emphasis on excellence, human relations, participation, emphasis on teamwork.
The second part of the article deals with leadership styles. In reviewing a number of important authors in this area (White and Lippitt ; Tannenbaum and Schmidt; Blake and Mouton; Reddin; Fiedler; Halal), an attempt is made to discover and to make more explicit the dimensions which underlie the various styles described in this literature. Some authors appear to be using only one dimension (Tannenbaum and Schmidt; Fiedler), while others use two or more.
In his concluding remarks, the author discusses two points: the distinction between conceptual vs operational dimensions of leadership and the usefulness of dimensions vs styles of leadership in management development efforts.