Publication
Is Christine Lagarte a transformational leader? A case study
| dc.contributor.author | Martins, Emília | |
| dc.contributor.author | Catherine, Jerome | |
| dc.date.accessioned | 2021-03-29T10:59:04Z | |
| dc.date.available | 2021-03-29T10:59:04Z | |
| dc.date.issued | 2020-12-20 | |
| dc.date.updated | 2021-03-15T10:09:30Z | |
| dc.description.abstract | The uncertainty and unpredictability that characterizes the dynamic contexts of organizations environment require a strong and effective leadership. Given the different challenges facing organizations, more complex leadership responses are required. Thus, a leader’s choice is based on transferable and flexible competencies that enable all members of the organization to pursue common goals without detracting from individual interests as well as adjusting responses to changing challenges. This is the case of contingency models, where the transformational model is included. These issues have implications for the pressing issues of research and address issues such as gender leadership. However, we continue to see male leaders in mass, and in practice there are women who excel in leadership roles at the highest level. This is the case of Christine Lagarde, who has imposed herself globally, especially in the IMF. Based on the model of transformational leadership, we have analyzed the leadership profile of this French lawyer and policy, based on the content of a heterobiography of two French journalists who accompanied her during time as a French minister (2005-2011). The conclusions highlight a profile consistent with the theoretical framework used, in all its factors. In addition, more than a gender issue, the profile of competencies and a model of leadership that allows for the necessary flexibility to meet the demands of the global world seems to be emphasized.” | pt_PT |
| dc.description.version | info:eu-repo/semantics/publishedVersion | pt_PT |
| dc.identifier.issn | 0873-2949 | |
| dc.identifier.slug | cv-prod-2114545 | |
| dc.identifier.uri | http://hdl.handle.net/10400.19/6711 | |
| dc.language.iso | eng | pt_PT |
| dc.peerreviewed | yes | pt_PT |
| dc.subject | Leadership | pt_PT |
| dc.subject | Female | pt_PT |
| dc.subject | Transformational Model | pt_PT |
| dc.subject | Christine Lagarde | pt_PT |
| dc.title | Is Christine Lagarte a transformational leader? A case study | pt_PT |
| dc.type | journal article | |
| dspace.entity.type | Publication | |
| oaire.citation.conferencePlace | Portugal | pt_PT |
| oaire.citation.endPage | 50 | pt_PT |
| oaire.citation.issue | 37 | pt_PT |
| oaire.citation.startPage | 41 | pt_PT |
| oaire.citation.title | Revista Portuguesa de Marketing | pt_PT |
| oaire.citation.volume | 19 | pt_PT |
| person.familyName | Figueiredo Martins | |
| person.givenName | Emília da Conceição | |
| person.identifier.ciencia-id | 4119-B43E-DA69 | |
| person.identifier.orcid | 0000-0002-3438-452X | |
| rcaap.cv.cienciaid | 4119-B43E-DA69 | Emília da Conceição Figueiredo Martins | |
| rcaap.rights | openAccess | pt_PT |
| rcaap.type | article | pt_PT |
| relation.isAuthorOfPublication | 133373f4-2886-4c2a-95d2-df14b42e0f32 | |
| relation.isAuthorOfPublication.latestForDiscovery | 133373f4-2886-4c2a-95d2-df14b42e0f32 |
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