Academic literature on the topic 'Leadership legitimacy'
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Journal articles on the topic "Leadership legitimacy"
Fraser, John. "Leadership Legitimacy." Curator: The Museum Journal 64, no. 2 (April 2021): 213–17. http://dx.doi.org/10.1111/cura.12425.
Full textBurchill, C. S. "Leadership, legitimacy and conflict in China." International Affairs 61, no. 1 (January 1985): 178–79. http://dx.doi.org/10.2307/2619834.
Full textSingh, Gurbeer. "The Institution of the Akal Takht: The Transformation of Authority in Sikh History." Religions 12, no. 6 (May 27, 2021): 390. http://dx.doi.org/10.3390/rel12060390.
Full textThude, Bettina Ravnborg, Egon Stenager, Christian von Plessen, and Erik Hollnagel. "Leadership set-up: wishful thinking or reality?" Leadership in Health Services 32, no. 1 (January 24, 2019): 98–112. http://dx.doi.org/10.1108/lhs-08-2017-0052.
Full textVoegtlin, Christian, and Ina Kaufmann. "Leading Towards Legitimacy: Emphasizing the role of leadership in legitimacy discourses." Academy of Management Proceedings 2012, no. 1 (July 2012): 13703. http://dx.doi.org/10.5465/ambpp.2012.13703abstract.
Full textDenham, Andrew, and Kieron O'Hara. "Cameron's ‘Mandate’: Democracy, Legitimacy and Conservative Leadership." Parliamentary Affairs 60, no. 3 (January 1, 2007): 409–23. http://dx.doi.org/10.1093/pa/gsm027.
Full textStolzenberg, Philipp, and Panagiotis Getimis. "Fiscal Consolidation in German and Greek Municipalities: The Interplay of Leadership and Legitimacy." Lex localis - Journal of Local Self-Government 14, no. 4 (October 31, 2016): 893–916. http://dx.doi.org/10.4335/14.4.893-916(2016).
Full textShi, Yifan. "Editing Legitimacy." Communist and Post-Communist Studies 55, no. 2 (June 1, 2022): 120–29. http://dx.doi.org/10.1525/j.postcomstud.2022.55.2.120.
Full textFuller, LaJuan Perronoski. "Normative Legitimacy Management and the Expansion of Purpose-Driven Workforces through Organizational Identity." International Business Research 15, no. 6 (May 12, 2022): 1. http://dx.doi.org/10.5539/ibr.v15n6p1.
Full textEti-Tofinga, Buriata, Heather Douglas, and Gurmeet Singh. "Influence of evolving culture on leadership: a study of Fijian cooperatives." European Business Review 29, no. 5 (August 14, 2017): 534–50. http://dx.doi.org/10.1108/ebr-10-2015-0122.
Full textDissertations / Theses on the topic "Leadership legitimacy"
Zhang, Li. "International Branch Campuses in China| Quest for Legitimacy." Thesis, State University of New York at Albany, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10107769.
Full textA new organization often encounters the “liability of newness” that increases its chance of failing as a start-up enterprise (Freeman et al, 1983). New organizations located in a foreign country also face the “liability of foreignness” (Zaheer & Mosakowski, 1997). By gaining legitimacy, organizations can obtain the resources they need to become sustainable. The liabilities of newness and foreignness aptly describe the international branch campuses that have been set up in China.
Scott’s (1995) institutional legitimacy pillars and Suchman’s (1995) legitimacy theory are combined to form a new conceptual legitimacy framework to understand legitimacy issues in China. This qualitative study selects seven cases to answer this research question: What strategies do the international branch campuses use to gain social support from different constituencies? The institutions studied are: The University of Nottingham Ningbo China, Xi’an Jiaotong Liverpool University, New York University Shanghai, United International College Shenzhen, Dongbei University of Economy and Finance Surrey International Institute, Southeast University-Monash University Joint Graduate School (Suzhou), and The Johns Hopkins University-Nanjing University Center for Chinese and American Studies.
Fifty-two interviews were conducted with senior institutional leaders, faculty, staff, students, parents, scholars, and employers. The research found that these international institutions did face the twin liabilities of newness and foreignness. However, being new and foreign could actually give these institutions legitimacy as well. The international institutions used all four strategies identified in the literature to gain the four pillars of legitimacy. An important caveat of the study is that the environment is significant in institutions gaining legitimacy, but the primary factor in acquiring legitimacy is the quality of their product.
This study has several limitations, including one missing case, fewer foreign interviewees, the uneven amount of information available at each institution, translation difficulties between two very different languages and cultures, and data provided by the institutions might be self-serving. The results indicate four avenues for further research. They are legitimacy thresholds; legitimacy from the perspective of the home institutions; the failed international branch campuses; education quality at these IBCs; and the evolving political dynamics in China.
Overland, Indra Nobl. "Politics and culture among the Russian Sami : leadership representation and legitimacy." Thesis, University of Cambridge, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.368620.
Full textLoomis, Andrew Joseph. "Leveraging legitimacy in securing U.S. leadership normative dimensions of hegemonic authority /." Connect to Electronic Thesis (ProQuest) Connect to Electronic Thesis (CONTENTdm), 2008. http://worldcat.org/oclc/436297268/viewonline.
Full textProst, Emilien. "Legitimacy and incentives in a hierarchical relationship." Thesis, Université de Lorraine, 2019. http://www.theses.fr/2019LORR0121.
Full textThe general purpose of our thesis is, on the one hand, to study the influence of legitimacy of the manager on the motivation of his employee to exert effort and, on the other hand, to analyze how the manager integrates this potential influence into his behavior in order to bolster his authority. Finally, we are interested in strategies that the firm can design to bolster the legitimacy of its managers by choosing between several procedures of selection. Our approach is both theoretical, based on game theory, and empirical using experimental economics.First, we define a procedural legitimacy that consists in considering an executive as legitimate if he was promoted through a competition with no unfair treatment. Then, we define a meritocratic legitimacy that is the ability to master the operational task exerted by the employee. Finally, we define an aristocratic legitimacy, which is the ability of an individual to master managerial tasks.In a first chapter, we show that the future leader's effort during the competition is not necessarily a good way to bolster a procedural legitimacy because a very strong performance can just betray the fact that he has benefited from an advantage. Moreover, we show that the loser of the competition will always be a "bad loser" because his belief that he was disadvantaged during the competition will always be reinforced if he behaves with Bayesian rationality. The stake for the firm is then to delegate to an external entity the management of the selection of leaders to ensure that any unfair treatment presupposed during the competition does not provide any information regarding a potential unfair treatment in the future. In a second chapter, we show that to select on managerial abilities allows to increase the salary of executives even though these skills are less difficult to master. The reason is that it neutralizes the problems of rivalry between employees and executives and thus preserves the self-confidence of the one who has failed to be promoted (thus making it less costly to incentivize). The third chapter is an experimental work that aims to show that a meritocratic procedure incites the losers to actually ask for higher wage to compensate their discouragements following their failure
Grulke, David Andrew. "Legitimacy, authority and transition in the public office of the ministry in the Lutheran Church of Australia -- 2 vols." Thesis, Australian Catholic University, 2007. https://acuresearchbank.acu.edu.au/download/a30cf1e4f6f07032e752d2b1ee03c2d6776c87a95ffea9ae3517b9ddf746077a/3332364/64894_downloaded_stream_119.pdf.
Full textMurzaeva, Dinara. "Transition To Democracy In Post-soviet Kyrgyzstan:leaders, Citizens And Perceptions Of Political Legitimacy." Phd thesis, METU, 2011. http://etd.lib.metu.edu.tr/upload/12613317/index.pdf.
Full textLuís, Arsénio de Matos. "Liderança-que relação de poder?: comportamentos de liderança dos instrutores do DIT." Master's thesis, Universidade de Évora, 2005. http://hdl.handle.net/10174/15788.
Full textRolls, David. "The emergence of the 'Jiang Zemin Era': legitimacy and the development of the political theory of 'Neo-Conservatism' -- 1989-1995." University of Southern Queensland, Faculty of Arts, 2004. http://eprints.usq.edu.au/archive/00001500/.
Full textHedman, Linnéa, and Sonia Ghanbari. "Metoo och förändringen." Thesis, Malmö universitet, Fakulteten för kultur och samhälle (KS), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-22421.
Full textThe Metoo movement has created a greater need for transparency and a deeperunderstanding of sexual harassment. A taboo subject that for centuries has consisted of aculture of silence, has entered the light and made visible. The decisive factor in themovement is that the recognition factor is extensive. The Metoo movement is run by people,it had an impact on all levels of society and will continue as long as the problem persists.The purpose of the research is to elucidate how the phenomenon of metoo has had an impacton the preventive work against sexual harassment in organizations in Sweden, but also howthese changes have been established. The intention is also to contribute a greaterunderstanding of preventive work against sexual harassment in the workplaces.This qualitative study is based on twelve qualitative semi-structured interviews, from threeorganizations in the Skåne region. The interviews were directed to four role-holders in eachorganization. These are in independent order: Leaders, employees, HR representative andtrade union representative. We believe that Metoo has contributed to change, in some cases ithas been noticeable, in other cases the movement has led to major changes. The concretechanges we have noticed are updated governance documents, clearer information on zerotolerance, annual employee surveys and reviews of workplace meetings. We perceive thatthere is still a large unrecorded number and that the problem is still high on the workplaces.
WHITMORE, Margaret, and whittys2002@yahoo com au. "The search for character: servant-leadership in an Australian organisation." Edith Cowan University. Business And Public Management: School Of Business And Law, 2004. http://adt.ecu.edu.au/adt-public/adt-ECU2006.0003.html.
Full textBooks on the topic "Leadership legitimacy"
Kane, John. Political legitimacy in Asia: New leadership challenges. New York: Palgrave Macmillan, 2011.
Find full textMigration and politics: Leadership and legitimacy in Austria. Oxford: P. Lang, 2008.
Find full textDenhardt, Janet Vinzant. Street-level leadership: Discretion and legitimacy in front-line public service. Washington, D.C: Georgetown University Press, 1998.
Find full textExcellence and precedence: Medieval Islamic discourse on legitimate leadership. Leiden: Brill, 2002.
Find full textSaeroun lidŏsip, punyŏl esŏ sotʻong ŭro: Kim Man-hŭm ŭi chŏngchʻi pʻyŏngnon. Kyŏnggi-do Pʻaju-si: Hanul, 2007.
Find full textHenry, Bienen, ed. Voices of power: World leaders speak. Hopewell, N.J: Ecco Press, 1995.
Find full textHerrschaft in Südosteuropa: Kultur- und sozialwissenschaftliche Perspektiven. Göttingen: V&R unipress, 2012.
Find full textFabricating the people: Politics and administration in the biopolitical state. Tuscaloosa: University of Alabama Press, 2007.
Find full textAfsaruddin, Asma. Excellence and precedence: Medieval Islamic discourse on legitimate leadership. Leiden: Brill, 2001.
Find full textGreenleaf, Robert K. Servant leadership: A journey into the nature of legitimate power and greatness. New York: Paulist Press, 1991.
Find full textBook chapters on the topic "Leadership legitimacy"
Charteris-Black, Jonathan. "Persuasion, Legitimacy and Leadership." In Politicians and Rhetoric, 1–31. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230501706_1.
Full textSløk, Camilla. "Guilt, Responsibility, and Leadership." In Handbook of Business Legitimacy, 1–17. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-319-68845-9_117-1.
Full textSløk, Camilla. "Guilt, Responsibility, and Leadership." In Handbook of Business Legitimacy, 141–57. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-14622-1_117.
Full textHuls, Nick. "Introduction: from Legitimacy to Leadership." In The Legitimacy of Highest Courts’ Rulings, 3–30. The Hague: T.M.C. Asser Press, 2009. http://dx.doi.org/10.1007/978-90-6704-519-3_1.
Full textSedgwick, Mark. "Leadership and legitimacy in MENA." In The Routledge Handbook to the Middle East and North African State and States System, 98–112. Abingdon, Oxon; New York, NY: Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9780429342486-7.
Full textHough, Mike. "Policing, New Public Management and Legitimacy." In The New Public Leadership Challenge, 70–84. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230277953_5.
Full textRasmussen, Mette Apollo. "Practicing Legitimate Leadership in Territories of Interactions in Greenland." In Handbook of Business Legitimacy, 1–16. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-319-68845-9_105-1.
Full textRasmussen, Mette Apollo. "Practicing Legitimate Leadership in Territories of Interactions in Greenland." In Handbook of Business Legitimacy, 1479–94. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-14622-1_105.
Full textBerg, Ivar. "Managing in Crises: “Legitimacy” in Business and Academic Corporations." In Education, Leadership and Business Ethics, 183–204. Dordrecht: Springer Netherlands, 1998. http://dx.doi.org/10.1007/978-0-585-27624-3_16.
Full textHamidi, Sidra. "Who Recognizes? U.S. Nuclear Diplomacy and the Conferral of Legitimacy." In U.S. Leadership in a World of Uncertainties, 173–91. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-10260-8_10.
Full textConference papers on the topic "Leadership legitimacy"
Ribič, Timotej, and Miha Marič. "LMX – teorija odnosa med vodjo in zaposlenim." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.58.
Full textReports on the topic "Leadership legitimacy"
Herbert, Siân, and Heather Marquette. COVID-19, Governance, and Conflict: Emerging Impacts and Future Evidence Needs. Institute of Development Studies (IDS), March 2021. http://dx.doi.org/10.19088/k4d.2021.029.
Full textPhillips, Jake. Understanding the impact of inspection on probation. Sheffield Hallam University, 2021. http://dx.doi.org/10.7190/shu.hkcij.05.2021.
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