| Summary: | In the present context of personnel management, the good articulation of social influence and leadership is a major challenge. Caught between the break away from classical management methods and faithfulness to traditional management, organizations are becoming more and more integrated in a field where different and even more complex rationalities are expressed. Actually, ways of practicing leadership seem to be subject to the influence of the social and cultural environment in which they are used. This, therefore, establishes some sort of relativism which aims henceforth at recommending a new social build-in of leadership. The present issues in personnel management place organizations at the centre of a necessary questioning, as democratic values seem to be oriented towards current problems. Consequently, a redefinition of social influence and leadership, which takes into account theoretical developments and empirical investigations are necessary, leading to a negotiated business culture which further optimizes real human capital.
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