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Styles de management, climat social et climat éthique : une approche contextuelle

Author

Listed:
  • Yvan Barel

    (LEMNA - Laboratoire d'économie et de management de Nantes Atlantique - IEMN-IAE Nantes - Institut d'Économie et de Management de Nantes - Institut d'Administration des Entreprises - Nantes - UN - Université de Nantes)

  • Marc Dumas

    (UBS Vannes - Université de Bretagne Sud - Vannes - UBS - Université de Bretagne Sud)

  • Sandrine Frémeaux

    (Audencia Business School)

Abstract

Subject to stronger economic demands, managers may reflect on the choice of management style – coercive, pacesetting, affiliative, democratic, coaching, authoritative – and its potential impact on social and ethical climates. Based on a study of a semi-public organization with 598 employees resulting in a questionnaire (322 returns), followed by a qualitative investigation (88 middle managers), this study tested the links between management styles and social climate and also the links between management styles and ethical climate. It shows that an affiliative style can have the highest impact on a benevolent ethical climate and that in a context marked by a lack of guidance, all management styles, including coercive and pacesetting styles, can have a positive impact on climates.

Suggested Citation

  • Yvan Barel & Marc Dumas & Sandrine Frémeaux, 2017. "Styles de management, climat social et climat éthique : une approche contextuelle," Post-Print hal-01682350, HAL.
    • Handle: RePEc:hal:journl:hal-01682350
    DOI: 10.3917/grhu.105.0019
    as

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