Leadership & Social Skills for Impact Entrepreneurs

• The global health crisis has led to a rethinking of management practices more than ever before.
• It has been the catalyst for many HR issues such as new forms of work organisation or the implementation of new, particularly digital, management tools.
• But above all, it has been the scene of a profound questioning of the work-life balance.
• Indeed, according to the study conducted by the Malakoff Humanis Barometer's survey 2022:
• 68% of respondents decided to work from home after the health crisis
• 67% of respondents want a more understanding management style, based on trust.
• 64% of respondents express a need for flexibility in the management of their working time

• Manager's Roles
  Distinguish and analyse the multiple roles a manager can play within an organisation.
• Sustainable Development
  Develop a deep understanding of the social dimension of sustainable development and its impact on organisational performance and sustainability.
• Key Characteristics
  Be able to identify and distinguish the key characteristics of a manager, an entrepreneur and a leader, and understand their complementarities.
• Leadership Approaches
  Be able to define leadership, recognise its different approaches and apply some management tools developed over time.

• H. Fayol's "POCCC"
  He introduced the POCCC framework, which outlines the key functions of management.
• Peter F. Drucker's Approach
  He developed the concept of Management by Objectives (MBO) and identified 6 key roles for managers.
• H. Mintzberg's 10 Roles
  He proposed a model of 10 distinct roles that managers fulfil in their work.

• Plan
  The manager uses management tools to plan, anticipate future events, and ensure well-organized tasks and met deadlines.
• Organise
  The manager defines the organisational structure, hierarchy, responsibilities, and smooth work processes.
• Command
  The manager makes strategic choices and decisions that guide the company's direction.
• Coordinate
  The manager ensures consistent decisions, smooth organizational functioning, team harmony, and objective achievement.
• Control
  The manager ensures compliance with rules and objectives by monitoring progress, identifying gaps, and implementing corrective actions.

Henry Fayol's POCCC (1918) - LIMITATIONS

• Universalist vision of organisations
  Fayol's approach presents a universalist view of organisations, failing to consider the specific context in which they operate.
• Lack of Consideration for Personal Interest
  Fayol's model overlooks the potential influence of personal interests in the organisation
• Economic vs. Social Performance
  Fayol's framework suggests that economic performance and social performance are intrinsically linked, which may not always be the case.
• Stakeholder Management
  The model doesn't offer a clear mechanism for a manager to act in the interest of a particular stakeholder.

MBO and the manager's 6 roles according to P. F. Drucker (1954) : 

Management by objectives:

One of the most important principles is management by objectives (MBO).

Empowering employees is one of the key factors in an organisation's success.

MBO makes it possible to:

• Facilitate both autonomy and control.
• Guide people's behaviour in line with the organisation's goals.

What are the differences between these concepts?

This section explores the differences between the roles of executive, manager, entrepreneur, and leader. These terms are often used interchangeably, but each has distinct characteristics and responsibilities. Understanding these nuances is crucial for effective organizational management and leadership development.

The following content examines the specific attributes, functions, and mindsets associated with each role. This analysis will clarify how these roles contribute to the success of businesses in unique ways.

Executive, Manager, Entrepreneur, Leader: Definitions

Executive
Person or group in charge of organisations

• May also be the principal owner of the organisation they lead
• Has managerial skills, entrepreneurial ability and leadership personality

Manager
Specific to managerial organisations, in which management and ownership are distinct

Entrepreneur
Acting on one's own behalf, generally by innovating, in order to ensure the survival of the business and, if possible, its growth.

Leadership
Guides the behaviour of group members through interpersonal interactions

Differences between the roles of manager, entrepreneur and leader

The Manager

• Power: Delegated by a higher authority, based on technical skills.
• Objective: Ensure task execution and compliance with procedures.
• Influence: Hierarchical, based on the distribution of rewards and sanctions.

The Entrepreneur

• Power: Emanates from group creation and a strong personality.
• Objective: Create and develop new businesses or projects.
• Influence: Charismatic, based on vision and ability to inspire.

The Leader

• Power: Emanates from the group itself, based on respect and trust.
• Objective: Unite group members around a common goal and motivate them.
• Influence: Relational, based on communication and listening.

Source : Barabel and Meirer (2015), Pesqueux (2012)

Ideally a good manager :

Demonstrate managerial skills
He is able to apply the essential skills of planning, organizing, staffing, directing, and controlling.

Demonstrate an entrepreneurial spirit
He is also innovative and creative, thinking outside the box to find solutions and improve processes.

Know how to lead
He effectively motivates, inspires, and guides their team, fostering collaboration and achieving shared goals.

Ideally, a good executive is also a good manager, leader, and an innovative entrepreneur.

The strategic top of an organisation is often made up of several people and therefore have different profiles.

• The trait approach
  Ambition, self-confidence and honesty are essential for leadership. However, this approach does not take into account situational factors.
• The competency & leadership style approach
  Leaders are classified based on their orientation towards tasks or human relationships. The focus is on developing essential skills.
• The situational approach
  There is no single leadership style. The leader must adapt and help their employees become autonomous.
• The transformational approach
  The transformational approach is based on four pillars: vision, inspiration, intellectual stimulation and individual recognition.

The trait approach

Yvon Chouinard, founder of Patagonia

• Share his vision
• Shows the way forward
• Human generosity
• He knows what he is doing
• Good self-image
• Ability to challenge
• Solidarity in success or failure
• Integrity and respect for the company’s values

Competency-based approach

• Leaders know what they want and how to communicate it to others in order to gain their cooperation and support.
• Responding to the needs of the team
• Understanding and developing people
• Gain a deeper understanding of yourself and your team
• Master the decision-making process

Experiences
The experiences that make us learn are a key factor in developing leadership skills. This can include education, work experience, or volunteer work.

Mentorship
People who have influenced us through their leadership play a vital role in our development as leaders. This includes mentors, coaches, and role models.

Training
Developing leadership skills through training is another crucial factor. This includes workshops, seminars, and courses.

Types of leadership (Blake & Mouton, 1981)

2 other management styles were added later :

Paternalistic management : He jumps between the Country Club and Produce-or-Perish style. He doesn't appreciate anyone questioning the way they think.

Opportunistic management : This style can show up anywhere within the grid because the managers will place their needs first and take advantage of others to get what they want.

Situational leadership (Hersey et al., 2008)

Transformational leadership

According to Dussault et al. (2019), transformational leadership is based on three key dimensions.

Charisma
A charismatic leader is able to generate enthusiasm and establish a sense of organisational loyalty within their team.

Intellectual stimulation
This type of leader challenges established practices and encourages team members to innovate, thus fostering an environment conducive to creativity.

Personal recognition
A good leader takes into account the individual needs of their subordinates and adapts their approach accordingly, demonstrating particular attention to their expectations..

Positives Approaches
Focus on the individual and their ability to inspire others.

Authentic Approaches
This type of leadership is based on self-awareness and authenticity. Each leader has a unique style.

Emotional,Leadership
Emphasises the importance of emotional intelligence in decision-making and influence.

Spiritual & Community Leadership
Focuses on cooperation, humility and co-constructing decisions.

Leadership that integrates emotional and spiritual dimensions reflects social and organisational developments, particularly those related to corporate social responsibility.

Spiritual leadership

• Inner coherence: The leader must align their actions with their spiritual and ethical values.
• Connection with others: This type of leadership creates a community of meaning and strengthens the bonds between individuals around shared values.
• Leadership as a vocation: Spiritual leadership is perceived as a mission that goes beyond simple organisational responsibilities.

Source : Voynnet-Fourboul (2014)

Causal model of spiritual leadership (Fry, 2003, 2005)

Source: Voynnet-Fourboul, 2014, p.65

Spiritual leadership : exemple

The functioning of an organization relies on the ability of its members to cooperate with each other and with management. However, this cooperation, although necessary, is often compromised by divergent interests, the pursuit of personal gains, and the relational dynamics inherent in human interactions. As a result, conflict becomes a recurring element of organizational life.

Alexandre-Bailly et al. (2022) define conflict as :

"the nature of the relationship between several individuals or groups, when they behave without any consideration for the interests or satisfaction of others or even seek to harm them" (p. 172).

This definition highlights the potential intensity of disagreements in a collective framework.

Substantive Conflict
Related to differences of opinion concerning professional subjects.

Affective Conflict
Arising from incompatible feelings between parties.

Process Conflict
Related to disagreements on how to execute a task, deadlines, or distribution of responsibilities.

Transformed Conflict
Starts as a substantive conflict but moves to emotional ground, evolving into personal attacks.

Disguised Conflict
The opposite of the previous one, it is an affective disagreement that expresses itself in the form of professional or technical criticism.

Managers must go beyond apparent conflicts to identify if the causes come from the organizational structure or internal processes.

By Nature

• Relational: Linked to personal interactions (emotional or interpersonal disagreements).
• Factual: Focused on material issues or divergent interests (resources, power).

By Intensity

• Hot: Open and manifest conflicts.
• Cold: Latent conflicts, implicit but nonetheless real.

By Purpose (Simmel, 1999)

• Realistic: Aiming to resolve a concrete divergence.
• Unrealistic: Fueled by emotional or symbolic tensions, without apparent resolution.

The dynamics of cooperation and conflict are built simultaneously in organizations.
"cooperation and conflicts are processes that protagonists build as they go along, without necessarily being able to predict their future"
(Alexandre-Bailly et al., 2022, p. 173).

1. Conflict Arises
   • Disagreements emerge due to divergent interests or perspectives.
2. Negotiation
   • Parties engage in dialogue to find common ground.
3. Resolution
   • A solution is reached, often through compromise.
4. Cooperation
   • Parties work together towards shared goals.

The logic of interests has its roots in rational approaches, particularly game theory. It assumes that individuals pursue material or symbolic objectives, often at the expense of others, except when cooperation brings a measurable benefit.

Game Theory and Prisoner's Dilemma
This model highlights the ambiguity of cooperation: individuals can collaborate out of intelligent selfishness, that is, by recognizing that limited collaboration serves their interests.

Negotiation Theory
Unlike game theory, negotiation is interested in real behaviors and subjective dimensions (representations, stereotypes, emotions).

Distributive Strategy
The gains of one party mean losses for the other.

Integrative Strategy
The search for mutually advantageous solutions, strengthening long-term relationships.

To succeed in integrative negotiation, it is necessary:

1. To understand well the actors and their organizational culture.
2. To establish a climate of trust.
3. To prioritize fair solutions.
4. To maintain a focus on the object of the negotiation.

Feelings, whether positive (friendship, benevolence) or negative (hostility, resentment), strongly influence organizational interactions.

Psychoanalytic Theories
Freud (1915) and Klein (1968) suggest that conflict is an unconscious constant, linked to fundamental antagonisms (life/death, love/hate) that structure the human being.

Cooperation and Social Propensity
Humans, as ultrasocial animals (Tomasello,2014), have developed cooperation mechanisms essential to social bonds, as shown by Mauss's (1950) gift/counter-gift paradigm.

Grésy insists on the central role of emotions and the importance of social context in the intensification of conflicts.

Let’s explore how a disagreement over CSR initiatives can quickly escalate into a major conflict, using the example of a textile company. Grésy’s model will guide us through the different phases of escalation.

Imagine a textile production company that wants to improve its CSR policy by reducing its ecological footprint. It decides to implement new practices that are more environmentally friendly, which involves significant investments and changes in production processes.

The Escalation Phases According to Grésy

Phase 1 : Tension 📢
The first disagreements arise around CSR priorities. Animated discussions are observed during meetings, with differences of opinion on resource allocation and misunderstandings about environmental and social objectives. The exchanges remain professional but become more frequent and intense. Employees fear for their jobs, while management explains the long-term benefits for the company and the environment."

Phase 2 : Polarisation ⚡
The situation evolves into a division of opposing groups. Distrust gradually sets in, and rumors start to circulate. Positions harden, informal communications increase, and stakeholders seek allies. Meetings become more tense, and some avoid direct dialogue. Employees feel threatened and come together to defend their interests. They form a union and organize demonstrations.

Phase 3 : Confrontation 🔥
The conflict becomes open and visible. CSR projects are blocked or slowed down by systematic opposition. Antagonistic coalitions officially form, and accusations become public. Constructive communication is replaced by ultimatums and veiled threats. The impact on the social climate is significant.

Phase 4 : Violence 💥
The situation escalates into destructive actions. Cases of sabotage of CSR initiatives, malicious information leaks, and personal attacks are observed. The damage becomes irreversible, affecting the company's reputation, the trust of partners, and team motivation. The normal functioning of the organization is seriously disrupted.

Application of the Model and solutions

To effectively resolve CSR conflicts, a progressive and structured approach is necessary. Here are the key steps:

1. Identify Emotions
   Recognize the fear, anger, and frustration of each party.
   It is essential to use emotional intelligence tools to map out the feelings of the different stakeholders. This understanding helps to better tailor responses and create a climate of trust.
2. Communicate Transparently
   Clearly explain the changes and listen to employees' concerns. Establish regular communication channels such as CSR newsletters, monthly informational meetings, and discussion forums. Transparency should cover objectives, challenges encountered, and successes achieved.
3. Foster Dialogue
   Establish spaces for exchange to find common solutions. Organize participatory workshops, mixed working groups, and collective brainstorming sessions. These spaces should be structured with clear rules for mutual respect and active listening.
4. Engage a Mediator
   In case of a deadlock, involve a neutral third party to help defuse the conflict. The mediator should have expertise in CSR and organizational conflict management. Their intervention can take various forms, such as individual mediation, group mediation, or facilitating working groups.

Rahim proposes five intervention styles, adapted to contexts:

Integrator Style
Based on collaboration and inclusion of several stakeholders.

Helpful Style
One party agrees to make concessions, often in hopes of obtaining future benefits.

Dominator Style
Requires quick decisions, often imposed by a manager.

Avoidance Style
Consists of avoiding conflict, sometimes relevant when the issue is minor or a delay is necessary.

Compromise Style
Useful when parties have equivalent powers or their objectives are irreconcilable.

In organizations, the goal is not to eliminate conflicts, but to transform them into opportunities for cooperation. Resolution mechanisms include:

Direct Discussion
Engaging in open dialogue between conflicting parties.

Third-Party Intervention
Involving a mediator, arbitrator, or conciliator.

Building Compromises
Through integrative negotiation.

As Alexandre-Bailly et al. (2022) point out, a harmonious relationship is not characterized by the absence of conflicts, but by the ability to alternate between conflict and cooperation.

To Weingart et al. (2023), there are key behaviors for effective collaboration:

1. Express Disagreements Directly and Moderately
   Clear communication with low intensity reduces misunderstandings and negative emotional reactions.
2. Exchange Relevant Information
   Sharing factual data and priorities allows for identifying integrative solutions.
3. Group Issues and Find Win-Win Compromises
   By combining topics, members can reconcile their divergent interests by making mutually beneficial exchanges.
4. Break Conflict Spirals
   Adopting collaborative responses or resorting to a third party can interrupt destructive cycles and refocus the team on tasks.

1. Set the Example
   A consistent and fair manager inspires their subordinates.
2. Provide Meaning
   Transparency of information and consistency in decisions help unite teams.
3. Recruit Cooperative Profiles
   Prioritize individuals with a natural aptitude for cooperation during recruitments or promotions.
4. Strengthen Leadership and Communication Skills
   Provide mandatory training or coaching to improve managers' skills.

Conflict and cooperation, far from being opposed, are interdependent and structure organizational dynamics. While they are based on logics of interests and feelings, they are also shaped by collective values. Effective conflict management, combined with an understanding of emotional and rational processes, constitutes an essential lever to strengthen cooperation and ensure the sustainability of organizations.

Proactive Approach
Managers must adopt a proactive and thoughtful approach to conflict

Appropriate Intervention
Choosing suitable intervention styles is key.

Understanding Origins
Comprehending the sources of conflicts is crucial.

Collaborative Culture
Cultivating a collaborative organizational culture transforms disagreements into opportunities for improvement and innovation.

1. Beyond Traditional Models
   Transforms conventional profit-first mindset into a multi-stakeholder approach that actively engages with employees, communities, and environmental groups. Focuses on inclusive decision-making and meaningful stakeholder participation.
2. Ethical Focus
   Establishes clear ethical frameworks through structured governance and accountability systems. Emphasizes transparency, compliance, and open channels for addressing ethical concerns.
3. Holistic Approach
   Integrates business success with social and environmental impact through comprehensive ESG metrics and sustainability goals. Balances financial performance with measurable positive contributions to society.

Three key principles form the foundation of effective and ethical corporate leadership.

Virtuous Leadership
Leaders demonstrate honesty, empathy, and integrity in their actions. They build transparent organizational cultures where ethical behavior thrives and is rewarded.

Comprehensive Responsibility
Leaders balance business success with social and environmental stewardship. This requires sustainable practices, community investment, and consideration of long-term impacts on all stakeholders.

Ethical Integration
Ethics are woven into every leadership decision and business process. Clear guidelines and accountability systems ensure ethical considerations guide both strategy and daily operations.

Together, these principles enable organizations to achieve business success while making meaningful contributions to society.

Modern business requires leadership beyond profit to tackle complex challenges

Complex Systemic Challenges
Leaders must balance resilience, cybersecurity, and responsibility while ensuring performance with stakeholder-focused solutions

Environmental Imperatives
Leaders must implement concrete climate action through science-based targets, circular economy initiatives, and sustainable operations.

Operational Adaptations
The shift to hybrid work requires leaders to build inclusive digital cultures while maintaining productivity.

Stakeholder Integration
Modern leadership requires formal mechanisms for incorporating diverse perspectives, from employee groups to community boards, supported by transparent reporting and feedback systems.

Traditional leadership models focused solely on profits and shareholder returns cannot address these challenges.

Embed CSR in Strategy
Aligns operations with societal values.

Address Moral Imperatives
Focuses on environmental stewardship, fair labor, and social justice.

Create Shared Value
Benefits both society and the organization.

Citizen
Acts as a corporate citizen by actively engaging in environmental initiatives, supporting community development, and addressing systemic challenges like climate change and social inequality. Builds partnerships with NGOs and local communities to create lasting positive impact.

Steward
Safeguards organizational ethics through transparent governance frameworks, maintains ESG compliance, and nurtures a culture of sustainability. Ensures resource allocation aligns with both business goals and societal needs while protecting long-term stakeholder interests.

Visionary
Develops and communicates compelling sustainability strategies that integrate profit with purpose. Creates frameworks for measuring social impact, drives innovation in sustainable practices, and inspires teams to embrace responsible business practices across operations.

Servant Leader
Prioritizes the needs of employees, customers, and communities through active listening and inclusive decision-making. Develops empathy-driven policies for workplace wellness and stakeholder engagement.

Weaver/Boundary Spanner
Bridges gaps between departments, stakeholders, and external partners. Creates cross-functional teams, facilitates multi-stakeholder dialogues, and builds strategic partnerships with NGOs and community organizations.

Communicator
Clearly articulates sustainability goals, ethical frameworks, and organizational values. Maintains transparent reporting on ESG metrics, facilitates open feedback channels, and builds trust through consistent messaging across all levels.

Change Agent
Leads organizational transformation by implementing sustainable practices, ESG initiatives, and innovative CSR programs. Catalyzes cultural shifts toward ethical business practices and champions environmental stewardship across all operations.

Architect
Designs and implements governance frameworks that ensure transparency, accountability, and stakeholder inclusion. Creates measurement systems for social impact, develops ethical guidelines, and structures sustainable business processes.

Coach
Mentors teams in ethical decision-making, facilitates leadership development in CSR practices, and builds capacity for sustainable thinking. Guides stakeholders through complex moral challenges while fostering a culture of continuous learning.

Authentic leadership integrates personal values and ethical principles into organizational leadership while emphasizing genuine relationships and transparent decision-making.

• Self-Awareness: Understand personal values and leadership style through continuous self-reflection, seeking feedback, and acknowledging strengths and limitations.
• Values-Based Leadership: Align decisions with ESG principles and ethical frameworks while maintaining profitability through clear value statements and strategic evaluation.
• Ethical Decision-Making: Develop structured approaches to balance business objectives with social and environmental impact using formal frameworks and transparent protocols.
• Restoring Trust: Create transparent communication channels and demonstrate accountability through stakeholder dialogue and measurable impact metrics.

Active Listening
Leaders who practice active listening build stronger relationships and gather better information. This fundamental skill demonstrates respect, enhances decision-making, and ensures team members feel heard and valued.

HURIER Model
A systematic approach encompassing Hearing, Understanding, Remembering, Interpreting, Evaluating, and Responding. This framework helps leaders process information effectively and strengthen team connections.

Embodied Communication
Leaders must align their verbal and non-verbal messages to build trust. Consistent body language, tone, and facial expressions enhance credibility and strengthen leadership presence.

Organizational Performance
Strong communication practices drive employee engagement and retention. Organizations that communicate effectively see reduced errors, improved productivity, and are 4.5 times more likely to retain top talent.

Definition & Impact
Trust reflects stakeholders' confidence in an organization, measured through employee engagement, customer loyalty, and investor confidence.

Building Trust Through CSR
Organizations build trust through ESG performance (85% goal achievement), stakeholder governance (40% independent directors), and transparent reporting (quarterly ESG updates). Patagonia and Interface exemplify these practices.

Risk Management Framework
Trust requires managing risks across environmental targets, social accountability, governance transparency, supply chain compliance, and crisis response. Key metrics include Science-Based Targets, 24-hour ethics response, and rapid crisis team activation.

Motivation theories have evolved significantly, offering insights into how responsible leaders can ethically and sustainably inspire their teams.

How do we study motivation ?

Motivation

• intrinsic
  • Impact of socio-historical/cultural/religious factors
• extrinsic

What tools can a manager use?

1. Understanding motivation factors
   • Maslow and Alderfer's theories: Identify individual needs (social needs, self-actualization) to organize work effectively.
   • Herzberg's theory: Ensure good satisfaction conditions by distinguishing between hygiene factors and motivators
   • Deci's Self-Determination Theory (SDT): Focus on fostering intrinsic motivation by addressing three basic psychological needs (autonomy, competence, relatedness)
2. Fostering engagement at work
   • Combating boredom: Expand and enrich tasks to avoid monotony (opposite of Taylorism).
   • Managerial awareness: Recognize that motivation factors evolve over time and adjust strategies accordingly.

• Maslow's theory suggests that individuals are motivated by five categories of needs
• Responsible leaders must address basic needs like job security and fair wages while fostering personal and professional growth
• This approach inspires deep engagement and lasting motivation

Hygiene Factors
Work conditions, salary, security

Motivating Factors
Accomplishment, recognition, personal development

Herzberg distinguishes between hygiene factors and motivating factors. Responsible leaders must ensure satisfaction of hygiene factors to avoid dissatisfaction, while activating motivating factors for sustainable motivation. However, the theory assumes a clear separation between these factors, which may not always be the case in reality.

• Autonomy
• Relatedness
• Competence

• Self-Determination Theory focuses on three fundamental psychological needs: autonomy, competence, and relatedness
• Responsible leaders create environments where employees feel autonomous, competent, and connected to their team
• This nurtures intrinsic motivation, though the theory may overemphasize intrinsic factors at the expense of extrinsic ones

Responsible leaders must be attentive to the balance between employee expectations and needs

• Existence
• Relatedness
• Growth

• Alderfer's ERG Theory proposes a more fluid version of Maslow's hierarchy with three categories: Existence, Relatedness, and Growth.
• This model allows for simultaneous pursuit of multiple needs
• The frustration-regression principle suggests that failing to satisfy higher-level needs may lead to regression to more fundamental ones

Perception of Fairness
Employees compare their contributions and rewards with those of colleagues.

Balance
Seek equilibrium between efforts and rewards.

Transparency
Leaders must ensure perceived equity in reward processes.

• Adams' theory emphasizes the importance of perceived fairness in the workplace. Responsible leaders must ensure transparency and equity in decision-making and opportunities.
• However, perceptions of equity can be subjective, requiring careful management

Valence
Value placed on rewards

Expectancy
Belief that effort leads to results

Instrumentality
Belief that results lead to rewards

• Vroom's theory proposes that motivation is based on valence, expectancy, and instrumentality
• Responsible leaders must establish clear links between efforts, results, and rewards
• Understanding employee expectations and aligning rewards transparently is crucial for maintaining motivation

Holistic Approach
Combine insights from various motivation theories to address diverse employee needs.

Flexibility
Adapt leadership style to accommodate changing motivational factors and individual differences.

Transparency
Ensure clear communication and fairness in reward systems and decision-making processes.

Continuous Learning
Stay updated on evolving motivation theories and their practical applications in leadership.