{"id":3809,"date":"2021-12-14T08:46:29","date_gmt":"2021-12-14T07:46:29","guid":{"rendered":"http:\/\/observatoire-asap.org\/?p=3809"},"modified":"2022-01-26T16:09:37","modified_gmt":"2022-01-26T15:09:37","slug":"le-leadership-nest-pas-une-competence","status":"publish","type":"post","link":"https:\/\/observatoire-asap.org\/index.php\/2021\/12\/14\/le-leadership-nest-pas-une-competence\/","title":{"rendered":"Le leadership n\u2019est pas une comp\u00e9tence"},"content":{"rendered":"

En quelques ann\u00e9es, le leadership est devenu un sujet ubiquitaire de la vie sociale organis\u00e9e. Jadis r\u00e9serv\u00e9e aux leaders politiques et patrons des grandes entreprises, cette notion d\u2019origine anglo-saxonne est aujourd\u2019hui associ\u00e9e \u00e0 tout type d\u2019activit\u00e9 manag\u00e9riale que ce soit dans le priv\u00e9 mais \u00e9galement dans les domaines de l\u2019action sociale et publique<\/a>.<\/p>\n

On a donc jamais autant parl\u00e9 de leadership dans les organisations ainsi que dans les m\u00e9dias et les formations d\u00e9di\u00e9es aux cadres dirigeants et managers. A l\u2019arriv\u00e9e, celles et ceux qui ont la charge d\u2019un corps social, d\u2019une \u00e9quipe ou d\u2019un groupe projet doivent d\u00e9sormais faire preuve de leadership<\/em>.<\/p>\n

Une notion polyphonique<\/h2>\n

Mais difficile de dire pr\u00e9cis\u00e9ment ce que rev\u00eat cette notion polyphonique, dot\u00e9e d\u2019une incroyable plasticit\u00e9 d\u00e9finitionnelle. Elle semble d\u00e9signer une fa\u00e7on bienveillante, non-coercitive d\u2019exercer le r\u00f4le de leader au sein d\u2019un collectif. D\u00e8s lors, on y associe volontiers un certain nombre de caract\u00e9ristiques personnelles telles que la vision, le charisme, l\u2019exemplarit\u00e9, l\u2019authenticit\u00e9 et l\u2019intelligence \u00e9motionnelle.<\/p>\n

Cette approche focalisant le leadership sur la personnalit\u00e9 du leader est largement mise en avant par la litt\u00e9rature manag\u00e9riale et les activit\u00e9s de conseil et de coaching. Tous ou presque font ainsi la promotion de listes singuli\u00e8res affichant un nombre variable de qualit\u00e9s individuelles en insistant sur l\u2019imp\u00e9rieuse n\u00e9cessit\u00e9 de les d\u00e9velopper sous-peine d\u2019\u00e9chouer en tant que leader. Un tel d\u00e9terminisme social justifie l\u2019absence de consensus ainsi qu\u2019une remise en cause de la d\u00e9marche en soulignant pourquoi celle-ci pose un probl\u00e8me.<\/p>\n

Repenser la notion<\/h2>\n

Tout d\u2019abord, ces inventaires de qualit\u00e9s individuelles sont presque toujours id\u00e9alis\u00e9es, d\u00e9contextualis\u00e9es et simplifi\u00e9es \u00e0 outrance. Par exemple, que penser de l\u2019injonction \u00e0 \u00eatre un \u00ab leader authentique \u00bb au travail ? Voil\u00e0 une expression bien plus probl\u00e9matique qu\u2019il n\u2019y parait car \u00ab \u00eatre soi-m\u00eame \u00bb ne va certainement pas de soi. Non seulement, la d\u00e9finition m\u00eame d\u2019authenticit\u00e9 est sujette \u00e0 une grande vari\u00e9t\u00e9 d\u2019interpr\u00e9tations mais surtout, notre identit\u00e9 sociale d\u00e9passe largement les caract\u00e9ristiques individuelles puisqu\u2019elle est le fruit d\u2019incessantes interactions complexes entre nous m\u00eame, les autres et la soci\u00e9t\u00e9<\/a>.<\/p>\n

Ensuite, force est d\u2019admettre que la rigueur scientifique de ces inventaires qualitatifs peinent \u00e0 convaincre. <\/strong>Les \u00e9tudes servant de base \u00e0 leur \u00e9laboration sont souvent plus proches d\u2019une technique de sondage ayant parfois autant de validit\u00e9 qu\u2019un micro-trottoir que d\u2019une d\u00e9marche scientifiquement rigoureuse<\/a>. Et que dire de la transparence des m\u00e9thodologies utilis\u00e9es ? Ces derni\u00e8res sont loin d\u2019\u00eatre toujours explicite et quand c\u2019est le cas, elles sont rarement soumises \u00e0 un examen critique.<\/p>\n

Enfin, ces approches comportementales ont l\u2019immense d\u00e9faut de focaliser la question du leadership sur les qualit\u00e9s d\u2019une seule personne alors que le leadership est une dimension intrins\u00e8quement paradoxale puisqu\u2019elle est \u00e0 la fois profond\u00e9ment individuelle et intrins\u00e8quement collective. Il s\u2019agit en fait d\u2019un ph\u00e9nom\u00e8ne relationnel complexe. Un jeu dont les r\u00e8gles ne sont jamais fig\u00e9es et o\u00f9 les influences r\u00e9ciproques se r\u00e9alisent dans une unit\u00e9 de temps et de lieu dans lequel les enjeux, la culture, les r\u00e8gles internes et les motivations des acteurs ne peuvent \u00eatre marginalis\u00e9s ou g\u00e9n\u00e9riqu\u00e9s.<\/p>\n

Pourtant, cadres dirigeants et managers sont tr\u00e8s souvent confront\u00e9s \u00e0 des dispositifs de formation et d\u2019accompagnement de type vocationnels<\/a> pr\u00e9sentant le leadership comme une comp\u00e9tence <\/em>parmi d\u2019autres, c\u2019est-\u00e0-dire un savoir-faire op\u00e9rationnel formel, reproductible et transf\u00e9rable qu\u2019il est possible de codifier, de mesurer pour \u00eatre d\u00e9ploy\u00e9 \u00e0 volont\u00e9.<\/p>\n

En traitant ainsi le leadership on prive l\u2019analyse de l\u2019intelligence du social d\u2019une part significative de sa substance et on pr\u00eate le flanc \u00e0 toutes sortes de d\u00e9rives pernicieuses allant de l\u2019abstraction \u00e0 la caricature du leader h\u00e9ro\u00efque<\/a>. Au lieu d\u2019aider les organisations \u00e0 optimiser leur capacit\u00e9s collectives, les personnifications du leadership ont pour effet de n\u00e9gliger l\u2019importance du contexte et surtout de discr\u00e9diter l\u2019intelligence des acteurs en renfor\u00e7ant le niveau de d\u00e9pendance de ces derniers envers le leader.<\/p>\n

Comp\u00e9tences vs. approche de la complexit\u00e9<\/h2>\n

Mais le succ\u00e8s de ces dispositifs encourage les participants \u00e0 penser qu\u2019il est possible d\u2019augmenter \u00e0 peu d\u2019efforts leur pouvoir d\u2019influence en adoptant une posture \u00ab gagnante \u00bb et en maitrisant quelques techniques ou recettes soi-disant \u00e9prouv\u00e9es pour persuader, convaincre et entrainer les forces vives de leur entourage professionnel.<\/p>\n

L\u2019id\u00e9e selon laquelle le leadership peut \u00eatre objectivement et facilement augment\u00e9 avec une tr\u00e8s relative int\u00e9grit\u00e9 pourrait \u00eatre exacerb\u00e9e avec l\u2019av\u00e8nement du num\u00e9rique. En effet, les possibilit\u00e9s quasi illimit\u00e9es de cet univers technologique offrent aux sciences comportementales transdisciplinaires une lecture logico-math\u00e9matique et biologique du social un vaste champ d\u2019intervention au centre duquel on trouve les neurosciences.<\/p>\n

Afin de se pr\u00e9munir de telles d\u00e9rives, il est judicieux de s\u2019affranchir du concept normatif de comp\u00e9tence<\/em> pour investir dans une connaissance fine, exigeante et \u00e9labor\u00e9e des dynamiques sociales, des jeux d\u2019acteurs, des relations de pouvoir et de leurs influences sur les transformations sociales. Autrement dit, de refuser autant le holisme r\u00e9ificateur que l\u2019interactionnisme d\u00e9sincarn\u00e9 pour s\u2019engager sur le terrain de la complexit\u00e9 avec comme objectif de mettre en lumi\u00e8re la r\u00e9alit\u00e9 concr\u00e8te du social sous diff\u00e9rentes perspective : l\u2019acteur, son \u00e9cosyst\u00e8me direct, la soci\u00e9t\u00e9 \u00e0 laquelle il\/elle appartient et les enjeux du monde contemporain auxquels il\/elle est directement ou indirectement confront\u00e9.<\/p>\n

Avec un telle approche critique, on peut raisonnablement envisager de faire justice \u00e0 la nature \u00e9minemment politique du leadership, socialement construit, contextuellement d\u00e9pendant et naturellement perm\u00e9able aux id\u00e9ologies et \u00e0 la morale.<\/p>\n

Eric-Jean Garcia<\/strong><\/a><\/p>\n

R\u00e9f\u00e9rences<\/strong><\/p>\n

Berthelot, J-M. (1990) L\u2019intelligence du social. Le pluralisme expliqu\u00e9 en sociologie<\/em>. PUF, Paris<\/p>\n

Chevassus-au-Louis, N. (2016) Le nouvel imp\u00e9rialisme neuronal : Les neurosciences \u00e0 l\u2019assaut des sciences humaines<\/em>. La revue du crieur, La D\u00e9couverte n\u00b013.<\/p>\n

Crozier M. & Friedberg E. (1992), L\u2019acteur et le syst\u00e8me<\/em>. Poche.<\/p>\n

George B. et al<\/em>. (2020) Leadership authentique: Les bienfaits de l’intelligence \u00e9motionnelle dans la vie professionnelle. HBR, Boston MA.<\/p>\n

Senge, P. M. (1990), The Fifth Discipline: The Art and Practice of the Learning Organization<\/em>. Transworld, London.<\/p>\n","protected":false},"excerpt":{"rendered":"

En quelques ann\u00e9es, le leadership est devenu un sujet ubiquitaire de la vie sociale organis\u00e9e. Jadis r\u00e9serv\u00e9e aux leaders politiques et patrons des grandes entreprises, cette notion d\u2019origine anglo-saxonne est aujourd\u2019hui associ\u00e9e \u00e0 tout type d\u2019activit\u00e9 manag\u00e9riale que ce soit dans le priv\u00e9 mais \u00e9galement dans les domaines de l\u2019action sociale et publique. 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