Mieux comprendre les liens entre le leadership transactionnel et la performance dans le contexte haïtien : une autopraxéographie
Bibliographic record
Abstract
RÉSUMÉ : Cette recherche vise à mieux comprendre le lien entre le leadership transactionnel et la performance organisationnelle dans le contexte haïtien. Elle cherche à déterminer comment ce style de leadership, tel qu'il se manifeste dans certaines organisations haïtiennes, influence la santé psychologique, la motivation et la performance des employés. L'étude adopte une approche qualitative interprétative, mobilisant la méthode autopraxéographique, afin d'analyser des expériences vécues et de les éclairer à la lumière du cadre éthique canadien (EPTC 2022), fondé sur les principes de respect de la personne, de bienfaisance et de justice. Le cadre conceptuel confronte le leadership transactionnel aux réalités sociohistoriques et culturelles d'Haïti, marquées par un héritage de pouvoir vertical, d'autoritarisme et de gestion paternaliste. À travers deux témoignages détaillés, le praticien-chercheur montre comment une première exposition à un environnement de leadership toxique et anxiogène l'a conduit à adopter temporairement un style autoritaire, avant d'évoluer vers une approche collaborative et transformationnelle, favorisant un climat de travail sain. Les résultats indiquent que le leadership transactionnel, lorsqu'il est appliqué de façon rigide et déshumanisée, tend à dériver vers une forme de leadership destructeur, caractérisée par la peur, la punition et la souffrance organisationnelle (stress, anxiété, démotivation, baisse de performance). Cette dynamique trouve racine dans la culture du pouvoir hiérarchique haïtien, qui perpétue des pratiques managériales coercitives. En définitive, cette recherche contribue à une réflexion éthique et critique sur le leadership en Haïti. Elle propose des pistes pour un leadership plus humain, participatif et transformationnel, fondé sur la confiance, la reconnaissance mutuelle et la dignité au travail, comme leviers essentiels pour bâtir des organisations plus durables et respectueuses du facteur humain et durables en Haïti. -- Mot(s) clé(s) en français : Leadership transactionnel, Culture organisationnelle haïtienne, Autopraxéographie, Leadership éthique, Santé psychologique au travail. -- ABSTRACT : This research aims to better understand the link between transactional leadership and organizational performance in the Haitian context. It seeks to determine how this leadership style, as manifested in certain Haitian organizations, influences the psychological health, motivation, and performance of employees. The study adopts an interpretative qualitative approach, mobilizing the autopraxeographic method, in order to analyze lived experiences and to illuminate them in light of the Canadian ethical framework (TCPS 2022), based on the principles of respect for the person, beneficence, and justice. The conceptual framework confronts transactional leadership with the sociohistorical and cultural realities of Haiti, marked by a legacy of vertical power, authoritarianism, and paternalistic management. Through two detailed testimonies, the practitioner-researcher shows how an initial exposure to a toxic and anxiety-provoking leadership environment led him to temporarily adopt an authoritarian style, before evolving towards a collaborative and transformational approach, fostering a healthy work climate. The results indicate that transactional leadership, when applied in a rigid and dehumanized manner, tends to drift towards a form of destructive leadership, characterized by fear, punishment and organizational suffering (stress, anxiety, demotivation, decreased performance). This dynamic is rooted in the Haitian hierarchical power culture, which perpetuates coercive managerial practices. Ultimately, this research contributes to an ethical and critical reflection on leadership in Haiti. It proposes avenues for a more humane, participatory and transformational leadership, based on trust, mutual recognition and dignity at work, as essential levers for building more sustainable and human-friendly organizations in Haiti. -- Mot(s) clé(s) en anglais : Transactional leadership, Haitian organizational culture, autopraxéography, Ethical leadership, psychological well-being at work.
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How this classification was reachedexpand
Full frame machine prediction
Teacher imitationNot calibrated prevalence, not ground truth. Human validation pending. The Gemma side is a direct model label for every work in the frame, read from the title-only record. The Codex side is a classifier learned from the 10,348 direct Codex labels and calibrated to design-weighted sample rates; fields without enough sample support carry no Codex call. Candidate is the union of the two sides; consensus is their intersection. These outputs are machine_predicted_unvalidated and are not human labels.
Distilled classifier scores by category (both heads)
| Category | Codex | Gemma |
|---|---|---|
| Metaresearch | 0.003 | 0.005 |
| Meta-epidemiology (narrow) | 0.000 | 0.000 |
| Meta-epidemiology (broad) | 0.000 | 0.000 |
| Bibliometrics | 0.003 | 0.003 |
| Science and technology studies | 0.004 | 0.005 |
| Scholarly communication | 0.004 | 0.003 |
| Open science | 0.000 | 0.002 |
| Research integrity | 0.001 | 0.001 |
| Insufficient payload (model declined to judge) | 0.008 | 0.000 |
Machine scores (provisional)
The two teacher heads of the student model, read on this work. A score orders the frame for review; it never asserts a category, and the validation status ships verbatim with every row.
Baseline scores from an immature model (maturity gate not passed, 7 training rounds). Scores rank; they never assert a category.
score_only:v0-immature-baseline · verbatim from the scoring run: score_only means the number may rank works, and no category label ships from itClassification
machine, unvalidatedMachine predicted; a candidate call from one source (direct Gemma or distilled Codex), not a consensus.
How this classification was reached, model by model and score by score, is at the end of the page under "How this classification was reached".