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Le leadership comme pratique située : cas de la SNCF

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  • Mohamed Ali Abdelwahed

    (CEPN - Centre d'Economie de l'Université Paris Nord - Université Sorbonne Paris Nord, Université Sorbonne Paris Nord)

Abstract

This article examines the leadership of frontline managers at SNCF through a situated and processual perspective. Rather than approaching leadership as a style or a set of individual competencies, it conceptualizes it as an emergent and distributed practice embedded in everyday work. Based on 20 semi-structured interviews and 5 focus groups conducted with frontline managers (Dirigeants de Proximité), the study highlights four central dimensions: the regulation of tensions between safety and performance, discursive framing and sensemaking practices, contextual distribution of authority, and the organization of collective vigilance characteristic of high-reliability environments. The findings show that leadership is constructed through interaction and situated decision-making, at the intersection of technical and relational constraints. The article contributes to moving beyond prescriptive models by proposing a contextualized understanding of frontline management.

Suggested Citation

  • Mohamed Ali Abdelwahed, 2016. "Le leadership comme pratique située : cas de la SNCF," Post-Print hal-05517886, HAL.
    • Handle: RePEc:hal:journl:hal-05517886
    Note: View the original document on HAL open archive server: https://hal.science/hal-05517886v1
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