The Chairholder and his students are currently working on the following research projects:
Leadership and the conductor
How does a conductor manage to direct, practically live, a collective of a hundred or even several hundred people, especially given that they are very autonomous professionals? What is the role of a conductor? Does it vary according to the type of music the orchestra plays? What are the main challenges of such a position?
Decision and poker
Poker players can make hundreds, even thousands of decisions in a day and each one can commit them personally for very large sums of money. How do they make these decisions, sometimes in a few seconds? What are their “tricks”? Is it something that can be learned? What represents a difficult decision for them?
Inside the head of a leader
What if it were possible to follow, almost on a day-to-day basis, the actions, intentions and perceptions of a leader? Pierre Lefaucheux, CEO of Renault (1944-1955) allows us to do just that, thanks to the gigantic archives of more than 50,000 pages that he left behind.
Monkeys and leadership
Can monkeys teach us a thing or two about leadership? After all, they are our closest relatives Can they help us shed some light on the origins of leadership in humans and bring a new perspective on the way we study it?
Sports and leadership: A captain’s roles
The captain of a sports team must fulfill several roles. What are they? How are they defined? Do these roles meet the expectations of the coach or the teammates, or the captain’s own? Do the roles vary depending on the team or even the culture in which these teams exist?
Little by little, research about women is evolving, as is research about leaders from minority groups. As to women from visible minorities, much remains to be done. Through the journey of four African Canadian pioneer women, we study how their individual destinies are linked to major collective movements such as the civil rights movement.
The emotions of Chinese managers
Although they avoid displaying their emotions, it doesn’t mean they don’t have any. How do they manage them, anger for instance? How do they use emotions in the way they lead?
Entrepreneurs and “reality”
How do entrepreneurs reconcile the bold optimism that they are credited with and a reality principle that leads them to correct their course and adapt very quickly? How do an entrepreneur and a consultant develop their own vision of a new organization as successes and failures occur? And how do they react if faced with bankruptcy?