Relevant bibliographies by topics / Leadership legitimacy

Academic literature on the topic 'Leadership legitimacy'

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Published: 4 June 2021
Last updated: 26 January 2023

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Journal articles on the topic "Leadership legitimacy"

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Fraser, John. "Leadership Legitimacy." Curator: The Museum Journal 64, no. 2 (April 2021): 213–17. http://dx.doi.org/10.1111/cura.12425.

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Burchill, C. S. "Leadership, legitimacy and conflict in China." International Affairs 61, no. 1 (January 1985): 178–79. http://dx.doi.org/10.2307/2619834.

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Singh, 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.

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The Akal Takht is considered to be the central seat of authority in the Sikh tradition. This article uses theories of legitimacy and authority to explore the validity of the authority and legitimacy of the Akal Takht and its leaders throughout time. Starting from the initial institution of the Akal Takht and ending at the Akal Takht today, the article applies Weber’s three types of legitimate authority to the various leaderships and custodianships throughout Sikh history. The article also uses Berger and Luckmann’s theory of the symbolic universe to establish the constant presence of traditional authority in the leadership of the Akal Takht. Merton’s concept of group norms is used to explain the loss of legitimacy at certain points of history, even if one or more types of Weber’s legitimate authority match the situation. This article shows that the Akal Takht’s authority, as with other political religious institutions, is in the reciprocal relationship between the Sikh population and those in charge. This fluidity in authority is used to explain and offer a solution on the issue of authenticity and authority in the Sikh tradition.
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Thude, 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.

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Purpose The purpose of the study is to determine whether one leader set-up is better than the others according to interdisciplinary cooperation and leader legitimacy. Design/methodology/approach The study is a qualitative study based on semi-structured interviews at three Danish hospitals. Findings The study found that the leadership set-up did not have any clear influence on interdisciplinary cooperation, as all wards had a high degree of interdisciplinary cooperation independent of which leadership set-up they had. Instead, the authors found a relation between leadership set-up and leader legitimacy. In cases where staff only referred to a leader from their own profession, that leader had legitimacy within the staff group. When there were two leaders from different professions, they only had legitimacy within the staff group from their own profession. Furthermore, clinical specialty also could influence legitimacy. Originality/value The study shows that leadership set-up is not the predominant factor that creates interdisciplinary cooperation; but rather, leader legitimacy also should be considered. Additionally, the study shows that leader legitimacy can be difficult to establish and that it cannot be taken for granted. This is something chief executive officers should bear in mind when they plan and implement new leadership structures. Therefore, it would also be useful to look more closely at how to achieve legitimacy in cases where the leader is from a different profession to the staff.
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Voegtlin, 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.

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Denham, 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.

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Stolzenberg, 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).

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This article assesses the interplay between different leadership styles and three dimensions of legitimacy (input-, throughput- and output-legitimacy). In four German and six Greek cities, we investigate the role of mayors and treasurers in fiscal consolidation policy. We can explain different outcomes of fiscal policy with different institutional structures between the two countries, but we found also remarkable differences within the countries, especially in Greek municipalities, which are related to different leadership styles. However, we also show that different leadership styles can result in sufficient output-legitimacy of fiscal policies.
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Shi, 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.

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This research note is a textual comparison between different versions of Deng Xiaoping’s two speeches in May and June 1989 using recently accessible scanned copies of original documents distributed to local officials. It reveals numerous alterations—including both deletions and additions—in the later published texts. The research note suggests that in the context of the early 1990s, these editorial efforts were made to restore the legitimacy of the Chinese Communist Party by highlighting Deng’s image as a pragmatic reformer, maintaining Jiang Zemin’s position as the core of the new leadership, downplaying the party’s internal struggles and corruption, and assuring people that China would continue its market-oriented reform. More broadly, findings in the research note showcase the essential role of propaganda in legitimation under the Chinese communist regime.
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Fuller, 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.

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Social-political legitimacy requires leaders to do things right (normative legitimacy) and correctly (regulatory legitimacy). However, it is more challenging to manage normative legitimacy in diverse organizations. Leaders use normative legitimacy to help align organizational values to the social environment in which it operates. The ability to manage normative behaviors is an ethical virtue and may establish a link with organizational identity. This research applies the leadership ethics and decision-making (LEAD) model. The LEAD model suggests that employee perception of ethics requires leaders to conduct an outward examination of their decisions using integrity, assurance, and pragmatism. Previous research suggests that the LEAD model may act as an ethical guide to "doing things right" and potentially fill the gap in managing normative legitimacy by influencing organizational identity. The results conclude that outward examinations account for employee perceptions and that the LEAD model is a suitable ethical leadership concept. Integrity, assurance, and pragmatism have significant positive relationships with and predict organizational identity. The findings reveal that the LEAD model discerns ethical leadership behavior, appropriately manages normative legitimacy, and creates a purpose-driven workforce by developing organizational identity.
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Eti-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.

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Purpose The purpose of this paper is to examine how leadership is shaped by a changing cultural context. Design/methodology/approach This is an exploratory study based on semi-structured interviews with leaders of Fijian cooperatives. Findings The political and cultural environment in Fiji has changed over time, and these changing arrangements shape expectations of what is considered to be appropriate leadership in Fijian cooperatives. To be consistent with changing societal values, leaders of Fijian cooperatives employ a context-sensitive hybrid leadership style in which legitimacy is an important dimension. Research implications Researchers need to examine the cultural context as a dynamic influencing element of leadership. Practical implications Leaders of cooperatives and similar values-based organizations would benefit from applying a legitimate and context-sensitive hybrid leadership style. Originality/value This study contributes new understandings of the cultural influences on organizational leadership.
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Dissertations / Theses on the topic "Leadership legitimacy"

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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.

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A 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.

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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.

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Loomis, 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.

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Prost, Emilien. "Legitimacy and incentives in a hierarchical relationship." Thesis, Université de Lorraine, 2019. http://www.theses.fr/2019LORR0121.

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L’objet général de notre thèse est, d’une part, d’étudier l’influence de la légitimité du manager sur la motivation de son employé à l’effort et, d’autre part, d’analyser la manière dont le manager intègre cette influence potentielle dans ses comportements, et ce afin de renforcer son autorité. Enfin, nous nous intéressons aux stratégies que la firme peut mettre en place pour renforcer la légitimité de ses dirigeants en choisissant parmi plusieurs procédures de sélection des dirigeants. Notre approche est à la fois théorique, en nous appuyant sur la théorie des jeux, et empirique en utilisant l’économie expérimentale. Tout d’abord, nous définissons une légitimité procédurale qui consiste a considérer un dirigeant légitime si il a été promu à l'issue d'une compétition sans favoritisme. Ensuite nous définissons une légitimité méritocratique qui est acquise s’il maitrise les taches de son employé. Enfin, nous définissons une légitimité aristocratique qui est la compétence d’un individu à maitriser des taches de direction.Dans un premier chapitre, nous montrons que l’effort du futur dirigeant pendant la compétition n’est pas forcément un bon moyen de renforcer une légitimité procédurale car une très forte performance peut justement trahir le fait d’avoir bénéficié d’un avantage. Par ailleurs nous montrons que le perdant de la compétition sera toujours un « mauvais perdant » car sa croyance sur le fait qu’il ait été défavorisé pendant la compétition sera toujours renforcée. L’enjeu pour la firme est alors de déléguer à une entité externe la gestion de la sélection des dirigeants pour que tout traitement inéquitable présupposé pendant la compétition n’apporte aucune information concernant un potentiel traitement inéquitable à l’avenir. Dans un deuxième chapitre, nous montrons que sélectionner sur les compétences de direction permet d’augmenter le salaire des dirigeants quand bien même ces compétences sont moins difficiles à maitriser. La raison en est que cela neutralise les problèmes de rivalité entre employés et dirigeant et préserve ainsi la confiance en lui de celui qui a échoué à être promu (le rendant ainsi moins couteux à motiver). Le troisième chapitre est quant à lui un travail expérimental qui montrer qu’une procédure méritocratique incite les perdants du tournoi à demander une rémunération plus grande pour compenser leur découragement suite à leur échec
The 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
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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.

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Clergy exist in a state of uncertainty within the Australian landscape. This landscape is in a process of change as the rationalism and empiricism of the Enlightenment, embedded within modernity, is being dismantled and replaced by a new social paradigm. This paradigm affects the practical realities of modern ecclesiology, and demands a re-examination of the fundamental processes in which theology is practiced. This dissertation explores the issue of leadership, seen through the Public Office of the Ministry within the Lutheran Church of Australia, and examines it through the concept of legitimacy. In doing this, a shift from the lineal approach of theology to the reflexivity of a practical theology is embraced as the methodological framework of this dissertation. Within this methodology experience and practice are taken seriously as elements that shape and formulate theology. Practice is not simply an outcome of theological reflection, but functions as an integral part of the continuing dialogue emerging out of the experience of faith. This methodology grows out of an acknowledgement of the correlation between theory and praxis. This correlation allows engagement with other traditions, not in antithesis but as a complimentary sharing of experience, practice and theory. This correlation helps formulate the deep questions of theology in new ways, accepting the fallibility claims inherent within it. In exploring legitimacy as a theological concept, birthed in classical thought, shaped by the Christian tradition, defined by the contractarians of the Enlightenment, and refined by social theory, this discourse enables valid engagement with theology. Developing a theology enabling the validity claims of the Christian tradition to be understood in terms of legitimation is an early challenge of this dissertation. The LCA is, like all Australian churches, influenced by the changing paradigms shaping modern Australia.;In the midst of these tensions are the ordained clergy. This dissertation sets out to explore the tensions evident through a research process engaging the collective thoughts of laity and clergy, and through a process of reflexivity exposing points of crisis within the legitimation of the Public Office. The journey is the challenge embraced within this dissertation. The goal is not to resolve the legitimation issues faced within the relational engagements of pastor and people. The journey, the methodology, and the conclusions are all steps along the path to a fuller and more engaging communicative discourse on the Public Office within the LCA and the Australian churches. By empowering people to engage proactively in this discourse as agents of change, the goals of this research will have been achieved.
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Murzaeva, 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.

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This dissertation analyzes the presidencies of Askar Akaev (1991-2005) and Kurmanbek Bakiev (2005-2010) in Kyrgyzstan by looking at the referendums as well as the parliamentary and presidential elections held in this country in the post-Soviet era, with specific emphasis on the legitimacy of these two leaders as perceived by the Kyrgyz people. Based on the field research conducted in Kyrgyzstan, the study aims to shed some light on how the Kyrgyz people perceive issues of democracy, democratic transition, political leadership and political legitimacy in the post-Soviet era. The dissertation further focuses on how and why even the minimal requirements of democracy such as elections and referendums have been used in this country in order to increase executive power, despite the rhetoric of democratization promoted by the political leaders.
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Luís, 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.

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Este estudo é dedicado ao poder e à liderança, esta enquanto relação de poder, e é constituído por duas partes fundamentais onde se pretende responder às duas questões colocadas. A primeira parte aborda o Estado e o poder político, assim como diversas teorias, tipologias e formas de poder, normalmente não consensuais. Esboça uma nova tipologia do poder, a qual tem como referência a norma enquanto elemento estruturante das relações de poder, sendo a legitimidade o critério que distingue o reconhecimento das suas diferentes formas; e é no duplo reconhecimento da legitimidade que se exerce a liderança. Apresenta diversas teorias e modelos de liderança e propõe uma definição de liderança. Distingue o líder puro do líder impuro, o qual é detentor do poder decorrente da norma e necessita de dupla legitimação para ser líder. Essa dupla legitimação encontra-a na relação com os outros onde são fundamentais os seus comportamentos e as suas características pessoais. A segunda parte remete fundamentalmente o trabalho de campo realizado através da aplicação de questionários, encontrando-se um quadro de referência assente nos comportamentos de liderança preferidos pelos instrutores e pelos alunos. Simultaneamente pretende-se saber quais os comportamentos efetivamente praticados, encontrando-se assim um quadro se não real muito próximo da realidade. Conclui-se que estes dois quadros, sendo algo semelhantes em algumas das suas dimensões, não são de facto iguais, abrindo caminho a outras possíveis investigações. ***/Abstract - "Leadership - This dissertation is about power and leadership as a power relationship and it comprises two parts. The first part deals with the State and the political power, several theories, typologies and forms of power, which are generally non-consensual. It outlines a new typology of power, based on norm as a structuring element of power relationships using legitimacy as the criterion for the recognition of its different forms. Leadership lies in the double recognition of legitimacy. This dissertation presents several theories and models for leadership and also a definition of this concept. It draws a distinction between two types of leader - the pure and the impure. The impure leader possesses the power derived from the norm and needs a double legitimacy to become a leader. Double legitimacy is founded on relationships where the behavior and the personality of the leader are fundamental. The second part of the dissertation is based on the field work done through the use of questionnaires and their results, which reflect the type of leadership behavior preferred both by instructors and students. The target is also to be able to find out which behaviors are the real common practices. The conclusion shows that there are two different types of behavior which can be similar though not the same, therefore paving the way for further investigation.
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Rolls, 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/.

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This research addresses the establishment of the 'Jiang Zemin Era' whereby Jiang Zemin, and the Chinese Communist Party, have attempted to relegitimise the Party and have attempted to make the Party meaningful to the Chinese populace. What is fundamental to this research is how Jiang Zemin, as the ‘core leader’ of the third generational leadership, incorporated the political thought of neo-conservatism (xin baoshouzhuyi) into the framework of Marxist-Leninist-Mao Zedong Thought (MLM) ideology in order to re-legitimise the CCP. The timeframe within the research is from Jiang’s appointment as the General Secretary of the CCP in 1989 until 1995. It is important that this was a time period whereby Jiang had to consolidate, and therefore legitimise, his ‘core leadership’, and provide a theoretical platform in order to bring forth his own ‘era’. The research is predominantly a historiographical narrative, utilising both primary and secondary sources, that examines the mechanisms Jiang utilised in order to create a strong government, with himself as the ‘core’, which pursued increased levels of marketisation. Indeed, after being appointed General Secretary of the Chinese Communist Party in 1989, Jiang Zemin had to achieve two goals in order to sustain and legitimate his position as ‘the core of the third generational leadership’. First, he had to secure his position as ‘the core’ through the creation of secured networks and alliances as well as legitimise of his ‘informal’ and ‘formal’ positions in the CCP hierarchy. In order to achieve this, Jiang had to first create a sustainable power base in order to retain, and therefore legitimise, his formalized positions as General Secretary of the CCP, Chairman of the Chinese Military Commission and the Presidency. In addition, he needed to be able to create alliances with both allies and protégés as well as differing power factions, be they conservative/elder or reformist, and with other leading figures like Li Peng and Zhu Rongji. Second, in order to further reinforce and legitimize his position as ‘the core’, Jiang had to develop his own ‘theoretical framework’ for governing the country – much as Mao and Deng had done previously. Therefore, the research also examines Jiang’s usage of the neoconservatism as a means of not only legitimising the CCP’s ideological framework but also as a means of providing his own ‘guiding thought’, thus enabling him to establish his own ‘era’. Indeed, after establishing himself as the ‘core’ through the aforementioned processes, Jiang had to develop such a theoretical framework that complimented Deng’s economic reforms, especially as he was designated by Deng, yet one that retained a smattering of Mao Zedong’s ‘Thoughts’ that could be applied pragmatically during the 1990s. It can be seen that Jiang Zemin successfully incorporated the political thought of ‘neo-conservatism’ within his platform in order to achieve these ends – including the establishment of a ‘Jiang Zemin Era’. This political thought, a successor to the political theory of ‘neo-authoritarianism’, already had several adherents within the higher echelons of the CCP. Indeed, it would be Jiang’s 1995 speech, entitled ‘Stressing Politics’, that would signify the incorporation of neo-conservatism within Jiang’s platform of (self) legitimation that would initiate the successful implementation of a ‘Jiang Zemin Era’.
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Hedman, 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.

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Metoo-rörelsen har skapat ett större behov av transparens och en djupare förståelse försexuella trakasserier. Ett tabubelagt ämne som i århundrade har varit del av tystnadskultur harträtt in i ljuset och synliggjorts. Slagkraften i rörelsen är att igenkänningsfaktorn äromfattande. Metoo-rörelsen är folkstyrd och berör samtliga samhällsnivåer och kommerframskrida så länge problematiken kvarstår.Syftet med forskningen är att belysa hur fenomenet metoo har påverkat det förebyggandearbetet mot sexuella trakasserier i organisationer i Sverige. Men även hur dessa förändringarhar etablerats. Med anledning att bidra till större förståelse av det förebyggande arbetet motsexuella trakasserier på arbetsplatserna.Denna kvalitativa studie baseras på tolv kvalitativa semistrukturerade intervjuer, från treorganisationer inom Skåneregionen. Intervjuerna har riktats till fyra rollinnehavare irespektive organisation. Dessa är i oberoende ordning: Ledare, medarbetare, HR-representantoch fackligt-ombud. Vi vill tro att metoo har bidragit till förändring. I vissa fall harförändringen varit ringa märkbar, i andra fall har rörelsen lett till större förändringar. Dekonkreta förändringar vi har uppmärksammar är uppdaterade styrdokument, tydligareinformation om nolltolerans, årliga medarbetarundersökningar och genomgångar påarbetsplatsträffar. Vi uppfattar att det fortfarande finns ett stort mörkertal och attproblematiken fortfarande är högaktuellt på arbetsplatser.
The 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.
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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.

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This study is in response to globalisation, changing world values and the call in modern literature for leaders of good character. Servant-leadership is offered to fill this requirement because its effectiveness is said to be reliant on the good character of the leader. In the literature this type of leadership is said to represent a new paradigm. The work of servant-leadership's proponent, Robert Greenleaf, is thoroughly examined to explain how his understanding of trust as faith is linked to spirituality and this is the key to understanding the character of servant-leaders. Greenleaf's work is compared with the modern servant-leadership literature and identifies a gap in the literature explaining Greenleaf's spirituality.This is a qualitative analysis using classical Grounded Theory and uses the work of Anthony Giddens to give it a modern sociological grounding. Classical Grounded Theory uses typologies or
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Books on the topic "Leadership legitimacy"

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Kane, John. Political legitimacy in Asia: New leadership challenges. New York: Palgrave Macmillan, 2011.

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Migration and politics: Leadership and legitimacy in Austria. Oxford: P. Lang, 2008.

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Denhardt, Janet Vinzant. Street-level leadership: Discretion and legitimacy in front-line public service. Washington, D.C: Georgetown University Press, 1998.

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Excellence and precedence: Medieval Islamic discourse on legitimate leadership. Leiden: Brill, 2002.

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Saeroun lidŏsip, punyŏl esŏ sotʻong ŭro: Kim Man-hŭm ŭi chŏngchʻi pʻyŏngnon. Kyŏnggi-do Pʻaju-si: Hanul, 2007.

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Henry, Bienen, ed. Voices of power: World leaders speak. Hopewell, N.J: Ecco Press, 1995.

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Herrschaft in Südosteuropa: Kultur- und sozialwissenschaftliche Perspektiven. Göttingen: V&R unipress, 2012.

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Fabricating the people: Politics and administration in the biopolitical state. Tuscaloosa: University of Alabama Press, 2007.

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Afsaruddin, Asma. Excellence and precedence: Medieval Islamic discourse on legitimate leadership. Leiden: Brill, 2001.

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Greenleaf, Robert K. Servant leadership: A journey into the nature of legitimate power and greatness. New York: Paulist Press, 1991.

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Book chapters on the topic "Leadership legitimacy"

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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.

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Sløk, 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.

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Sløk, 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.

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Huls, 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.

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Sedgwick, 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.

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Hough, 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.

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Rasmussen, 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.

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Rasmussen, 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.

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Berg, 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.

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Hamidi, 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.

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Conference papers on the topic "Leadership legitimacy"

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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.

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Employees represent a key part of the organization. Their satisfaction has direct effect on co-workers and their productivity. Leader is largely responsible to create general satisfaction in work environment. With organizing, choosing appropriate management concepts and correct approach to his employees, he creates good relationships with colleagues and contributes to the internal culture of the organization. Good interpersonal relationships are thus an important factor in building success in the company and the operation of processes, as they directly affect work performance, organizational climate and organizational culture. Many companies use classic and wellknown leadership styles. Regardless of the chosen style, it is noticed an alienated relationship between the manager and the employee. The issue can be attributed to strict adherence to the set organizational structure and, in connection with this, the expression of the legitimate power of leaders, yet to some extent the problem is in different understanding of leadership, both with individuals and leaders themselves. The newer leadership style, called Leader-member Exchange Theory, focuses on building relationships, mutual respect and trust, and treating employees as co-workers on the same horizontal hierarchical level. The implementation of this style of management can be seen mainly in foreign markets. This approach is not well known or widespread in Slovenia, nevertheless it is noticed in some companies. Based on a case study from the business environment, we studied a company with such leadership in Slovenia.
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Reports on the topic "Leadership legitimacy"

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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.

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This paper reviews emerging evidence of the impact of COVID-19 on governance and conflict, using a “governance and conflict first” approach in contrast to other research and synthesis on COVID-19 in the social sciences that tends to be structured through a public health lens. It largely focuses on evidence on low- and middle-income countries but also includes a number of examples from high-income countries, reflecting the global nature of the crisis. It is organised around four cross-cutting themes that have enabled the identification of emerging bodies of evidence and/or analysis: Power and legitimacy; Effectiveness, capacity, and corruption; Violence, unrest, and conflict; and Resilience, vulnerability, and risk. The paper concludes with three over-arching insights that have emerged from the research: (1) the importance of leadership; (2) resilience and what “fixing the cracks” really means; and (3) why better ways are needed to add up all the “noise” when it comes to COVID-19 and evidence.
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Phillips, 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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This research sought to understand the impact of probation inspection on probation policy, practice and practitioners. This important but neglected area of study has significant ramifications because the Her Majesty’s Inspectorate of Probation has considerable power to influence policy through its inspection regime and research activities. The study utilised a mixed methodological approach comprising observations of inspections and interviews with people who work in probation, the Inspectorate and external stakeholders. In total, 77 people were interviewed or took part in focus groups. Probation practitioners, managers and leaders were interviewed in the weeks after an inspection to find out how they experienced the process of inspection. Staff at HMI Probation were interviewed to understand what inspection is for and how it works. External stakeholders representing people from the voluntary sector, politics and other non-departmental bodies were interviewed to find out how they used the work of inspection in their own roles. Finally, leaders within the National Probation Service and Her Majesty’s Prisons and Probation Service were interviewed to see how inspection impacts on policy more broadly. The data were analysed thematically with five key themes being identified. Overall, participants were positive about the way inspection is carried out in the field of probation. The main findings are: 1. Inspection places a burden on practitioners and organisations. Practitioners talked about the anxiety that a looming inspection created and how management teams created additional pressures which were hard to cope with on top of already high workloads. Staff responsible for managing the inspection and with leadership positions talked about the amount of time the process of inspection took up. Importantly, inspection was seen to take people away from their day jobs and meant other priorities were side-lined, even if temporarily. However, the case interviews that practitioners take part in were seen as incredibly valuable exercises which gave staff the opportunity to reflect on their practice and receive positive feedback and validation for their work. 2. Providers said that the findings and conclusions from inspections were often accurate and, to some extent, unsurprising. However, they sometimes find it difficult to implement recommendations due to reports failing to take context into account. Negative reports have a serious impact on staff morale, especially for CRCs and there was concern about the impact of negative findings on a provider’s reputation. 3. External stakeholders value the work of the Inspectorate. The Inspectorate is seen to generate highly valid and meaningful data which stakeholders can use in their own roles. This can include pushing for policy reform or holding government to account from different perspectives. In particular, thematic inspections were seen to be useful here. 4. The regulatory landscape in probation is complex with an array of actors working to hold providers to account. When compared to other forms of regulation such as audit or contract management the Inspectorate was perceived positively due to its methodological approach as well as the way it reflects the values of probation itself. 5. Overall, the inspectorate appears to garner considerable legitimacy from those it inspects. This should, in theory, support the way it can impact on policy and practice. There are some areas for development here though such as more engagement with service users. While recognising that the Inspectorate has made a concerted effort to do this in the last two years participants all felt that more needs to be done to increase that trust between the inspectorate and service users. Overall, the Inspectorate was seen to be independent and 3 impartial although this belief was less prevalent amongst people in CRCs who argued that the Inspectorate has been biased towards supporting its own arguments around reversing the now failed policy of Transforming Rehabilitation. There was some debate amongst participants about how the Inspectorate could, or should, enforce compliance with its recommendations although most people were happy with the primarily relational way of encouraging compliance with sanctions for non-compliance being considered relatively unnecessary. To conclude, the work of the Inspectorate has a significant impact on probation policy, practice and practitioners. The majority of participants were positive about the process of inspection and the Inspectorate more broadly, notwithstanding some of the issues raised in the findings. There are some developments which the Inspectorate could consider to reduce the burden inspection places on providers and practitioners and enhance its impact such as amending the frequency of inspection, improving the feedback given to practitioners and providing more localised feedback, and working to reduce or limit perceptions of bias amongst people in CRCs. The Inspectorate could also do more to capture the impact it has on providers and practitioners – both positive and negative - through existing procedures that are in place such as post-case interview surveys and tracking the implementation of recommendations.
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