The French hospital sector is experiencing numerous financial,
structural, organizational and human difficulties. In this context of health
crisis which has persisted since January 2020, hospital stakeholders
must deploy great adaptation capacities to face the challenges.
Interprofessional collaboration (IPC) (Kosremelli, Asmar & Wacheux,
2007) is a relevant framework, as the collaboration is essential for
supporting patients; but its implementation remains complex to analyze
(Baret et al., 2014; Bedwell et al., 2011; Chédotel, 2004; Jacob, 2015).
The models of Amour (Amour et al., 1997; Amour et al., 1999) and
Bedwell (Bedwell, 2012) make possible to identify the main emerging
states of IPC: trust, mutual recognition, cohesion, the desire to
collaborate and leadership (Eckenschwiller & al., 2021).
Conversely, the difficulties could be linked to the emergence of a toxic
leadership, deployed in a such degraded management environment.
This emergence depends on organizational factors which are only
partially identified in the literature, the established links remaining
minimal and imprecise. In this study, we rely on a theoretical framework
dealing with the organizational transformations of the French hospital
system, its organizational factors and the emergence of novice
leadership linked to them. We carried out a qualitative research with 32
hospital civil service agents in order to clarify and complete these links
and to answer the question "How do organizational factors influence the
emergence of positive leadership rather than toxic leadership in the
hospital sector?".