000			01562cam a2200241 4500500
005			20250121140509.0
041			_afre
042			_adc
100	1	0	_aRobin, Jean-Yves _eauthor
700	1	0	_a Raveleau, Benoît _eauthor
245	0	0	_aThe Making of Leaders, Managers or Employers…
260			_c2017.
500			_a74
520			_aThe making of leaders, managers or employers is a twofold process: formal and informal. Many of them are self-taught persons, even though the models of Business Schools or Engineering Schools are becoming more and more prominent when it comes to their educational biographies. This is the reason why it is important to identify the kind of relationship these leaders have towards training. Moreover, there are quite a few who define themselves as bosses, managers or executives. This blurred semantics deserves to be questioned. A manager is not always a boss, an executive does not systematically become a manager. That is why it is useful to suggest a typology in order to identify different categories of managers. Whatever their profiles, these leaders will find themselves confronted with the necessity to face three challenges: making sense, acting on others and giving to see.
690			_aexperience
690			_arelationship to knowledge
690			_atraining
690			_aexecutives
690			_aactivity
690			_aManager
786	0		_nSavoirs | o  44 | 2 | 2017-10-15 | p. 9-47 | 1763-4229
856	4	1	_uhttps://shs.cairn.info/journal-savoirs-2017-2-page-9?lang=en&redirect-ssocas=7080
999			_c580798 _d580798