Dima LOUIS is an Associate Professor of Leadership and Organisation Studies. She is also an Executive Coach, Occupational Psychologist, and Talent Management professional with over 20 years of experience in multinational organizations across various industries and countries. She currently serves as the Academic Director of the Doctorate of Business Administration (DBA) program at GEM and is a board member of the Executive DBA Council (EDBAC).
Dima’s research interests include executive coaching, power dynamics in organizations, social movements, gender issues, and contemporary craft work. She was awarded a Harnisch Grant by the Institute of Coaching at McLean Hospital, a Harvard Medical School affiliate, in support of her research, and has published in top-tier academic journals.
Dima LOUIS holds a Master’s degree in Occupational Psychology and is certified in Occupational Testing by the British Psychological Society. She earned her Doctorate in Business Administration from Grenoble Ecole de Management in 2015.
- Coaching
- Social Movements
- Leadership
- Craft
- Gender
- Identity
- Louis D., 2025.The Patriarch, the Warlord, the Benefactor and the Craftswoman: Motivations and Challenges of Women Doing Craft Work in LebanonThird International Workshop on Craft and Emerging Forms of Organizing, European Group for Organizational Studies, Kyoto, Japan
- McNeill R., Louis D., 2025.Hail to the Stale, Pale, Male: Religious Beliefs and Leadership Gender23rd International Studying Leadership Conference, International Leadership Association, St Andrews, United Kingdom
- De Jong M., Louis D., 2024.Grenoble Ecole de Management - Executive DBALe Figaro
- Mielly M., Louis D., 2024.Framing Gender in Lebanon’s October Revolution: Alter-Political Considerations in Global South Organizing40th EGOS Colloquium, EGOS, Milan, Italy
- Fatien P., Louis D., Islam G., 2023.Neutral In-tensions: Navigating Neutrality in CoachingJournal of Management Studies, 60, 6: 1485-1520
- Louis D., Mielly M., 2023.People on the tweets: Online collective identity narratives and temporality in the #LebaneseRevolutionOrganization, 30, 1: 89-115
- Louis D., Fatien P., 2023.Crafting the fabric of an organizational identity in the luxury sector: Inter- and intra- stakeholders value tensions39th EGOS Colloquium, EGOS, Cagliari, Italy
- Louis D., Mielly M., 2023.Digital Dialogic Organizing for Collective Action in Lebanon’s October RevolutionEURAM 2023 Conference, EURAM, Dublin, Ireland
- Louis D., 2023.There are no sharks in this tank: The role of trust in the early development stages of a collaborative research project in the healthcare sector21st International Studying Leadership Conference, Copenhagen Business School, Copenhagen, Denmark
- Patel T., Hamlin R. G., Louis D., 2022.Toward a Generic Framework of Perceived Negative Manager/Leader Behavior A Comparative Study Across Nations and Private Sector IndustriesEuropean Management Review, 19, 4: 608-624Reviewing three relevant streams of extant literature reveals a marked absence of a generic framework comprised of a full range of negative manager/leader behaviors (from moderate to extreme) across sectors and countries, a void particularly detrimental to the effectiveness of management and leadership development (MLD) programs. To address this concern, we conduct a multiple cross-case/cross-nation comparative analysis (MCCA) of data collected from our own 13 previous empirical replication studies (using the critical incident technique) of effective/ineffective managerial/leader behavior across nine culturally diverse countries and varied private sector industries, resulting in a comprehensive framework of perceived negative manager/leader behavior. Our generic framework is comprised of five behavioral dimensions: general inadequate behavior, unethical behavior, impersonal domineering behavior, depriving behavior, and closed/negative-minded behavior, and lends support to the universal school of culture in business literature by showing that neither national culture nor sectorial specificities influence people’s perceptions of negative manager/leader behavior. It also stresses the importance of the mundane (as opposed to the glorious) in managerial/leadership work by revealing that employees’ perceptions of negative manager/leader behavior includes not only conspicuously ‘bad’ behaviors, but also less conspicuous ‘poor’ behaviors.