000			02780cam a2200169 4500500
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041			_afre
042			_adc
100	1	0	_aBellini, Stéphane _eauthor
700	1	0	_a Lurton, Guillaume _eauthor
245	0	0	_aShedding one’s skin in order to become a leader: The identity transition of school management staff
260			_c2024.
500			_a8
520			_aThis research is based on a reflection on learning management, specifically when one becomes a “promoted manager” (Gadéa and Pochic 2009). It is part of a partnership with the Institut des Hautes Etudes de l’Education et de la Formation (IH2EF), which trains and supports National Education managers in taking up managerial roles. To contribute to the enrichment of management training, we seek a better understanding of the processes at work when accessing managerial roles. Thus, our research question expresses an exploratory approach: How does the identity transition of new heads of establishment unfold as they assume their roles? Findings from qualitative field research, mainly through semi-structured interviews with new directors of National Education schools, highlight an “identity dynamic” (Kaddouri 1999). By accessing managerial functions, new directors alter the core elements of professional identity, identity for others, and self-identity (Dubar 2010). We aim to identify the characteristics of this “identity dynamic” and the tensions it provokes (Dubar 2010), which requires a visible change in the new managers’ relationship with others, both in their clothing appearance and in their self-control and discourse—elements that relate to “identity for others.” This change causes identity tensions between identity ascribed by others (the institution, the group to be managed) and self-identity (Dubar 2010), but it is facilitated by an internal negotiation (between inherited identity and aspirational identity) facilitated by the permanence of values and the perceived continuity of commitment among school directors in service of French National Education. This research opens up new perspectives in terms of training: Given the importance of identity dynamics, it argues for experiential learning of management, designed to facilitate identity transition by testing the managerial role through adapted teaching methods, such as simulations (Chevalier et al. 2018), critical incidents (Bournois and Bourion 2009), and theater-inspired sessions (Salgado 2008).
786	0		_nRIMHE : Revue Interdisciplinaire Management, Homme & Entreprise | 13o 56 | 3 | 2024-11-29 | p. 52-69 | 2259-2490
856	4	1	_uhttps://shs.cairn.info/journal-rimhe-revue-interdisciplinaire-management-homme-entreprise-2024-3-page-52?lang=en&redirect-ssocas=7080
999			_c1055954 _d1055954