Journal articles: '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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Oldridge, Kate. "A grounded theory study exploring the contribution of coaching to rebalancing organisational power for female leaders." Coaching Psychologist 15, no. 1 (June 2019): 11–23. http://dx.doi.org/10.53841/bpstcp.2019.15.1.11.

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Objectives: Many studies examine female leadership and gender diversity, yet a gap exists in the literature regarding coaching female leaders. This study examines how leadership coaching influenced the development of nine women in senior leadership positions at a large NGO.Design: A qualitative approach was used, employing a grounded theory methodology informed by a critical realist epistemology and an abductive research logic.Method: Semi-structured individual interviews with a handpicked sample of nine participants, each of which operating within three levels of their CEO and having received leadership coaching within the past three years.Results: These suggest a male-dominated workplace culture, gender bias and the participants’ lack of confidence and entitlement (or ‘psychological glass ceiling’) resulted in the women feeling that they lacked legitimacy. The findings indicate that leadership coaching increases feelings of legitimacy for women in senior leadership roles, through enabling them to form their leadership identity, build confidence and be seen as leaders.Conclusions: This study concludes that coaching can be deployed to help female leaders combat feelings of a lack of legitimacy and thus even out power imbalances. Further research could assess how far these findings might be generalisable and therefore serve to inform the gender pay gap debate.Keywords:Executive coaching; leadership coaching; coaching psychology; women; female leadership; male-dominated; workplace culture; power; psychological glass ceiling.

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Stitzlein, Sarah M. "Publics for Public Schools: Legitimacy, Democracy, and Leadership." Educational Theory 66, no. 3 (June 2016): 405–12. http://dx.doi.org/10.1111/edth.12174.

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Brandts, Jordi, David J. Cooper, and Roberto A. Weber. "Legitimacy, Communication, and Leadership in the Turnaround Game." Management Science 61, no. 11 (November 2015): 2627–45. http://dx.doi.org/10.1287/mnsc.2014.2021.

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Eastin, Luke J. L. "Legitimacy Deficit: Chinese Leadership at the United Nations." Journal of Chinese Political Science 18, no. 4 (September 17, 2013): 389–402. http://dx.doi.org/10.1007/s11366-013-9262-2.

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Zheng, Shiping. "Leadership change, legitimacy, and party transition in China." Journal of Chinese Political Science 8, no. 1-2 (September 2003): 47–63. http://dx.doi.org/10.1007/bf02876949.

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Mutalib, Hussin. "The Quest for Leadership Legitimacy among Singapore Malays." Asian Journal of Political Science 20, no. 1 (April 2012): 70–85. http://dx.doi.org/10.1080/02185377.2012.673863.

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CHIRIMBU, Sebastian. "Challenges of leadership in modern organizations: knowledge, vision, values." Annals of "Spiru Haret". Economic Series 14, no. 3 (September 30, 2014): 39. http://dx.doi.org/10.26458/1434.

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The article highlights the issue of leadership in the context of the exercise in the knowledge-based organization. Connections between organizational culture, management culture and leadership in modern organizations highlight the manner in which leadership is exercised in the context of knowledge of the organization's foundation. Leadership means knowledge and practice, it means quality. Organizations need managers, but they also need leaders. It is desirable for the two areas to overlap in the largest possible extent. Modern approaches emphasize the evolution of these relations to the area where the legitimacy of the leadership's concern is justified by the development and promotion of other leaders.

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Vukadinović, Igor. "Mass demonstrattions and the fall of Vojvodina regime in 1988." Bastina, no. 51 (2020): 377–92. http://dx.doi.org/10.5937/bastina30-26944.

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The main cause of demonstrations was Vojvodina leadership's persistent refusal to accept changes to the Constitution that would confirm the sovereignty of Serbia in its autonomous provinces. After Slobodan Milosevic rose to power, the Serbian authorities developed two different policies regarding autonomous provinces. In case of Vojvodina, the main emphasis was on using the lack of democratic capacity and legitimacy of the leadership in Vojvodina, while leadership of Kosovo was the subject of party pressure through the League of Communists of Yugoslavia. Leadership of Vojvodina, which has been decisively and confidently rejecting any thought in which Vojvodina could be politically subordinated to the Republic, was confused by the July and August demonstrations. In absence of finding an adequate response to the new situation, leadership remained passive, which ultimately led to complete paralysis of Vojvodina government. The confusion and passiveness of the main Vojvodina communists during the summer and autumn of 1988. indicates that demonstrations hit their weakest point - democratic capacity. It turned out that the stern attitude of Vojvodina Communists towards Serbia was not supported by the population of Vojvodina, and that the province government policy was not legitimate.. Second key factor in the Anti-bureaucratic revolution in Vojvodina was the influence of media, which was controlled by the Serbian leader Slobodan Milosevic. The anti-bureaucratic revolution in Vojvodina represents a historical phenomenon of a unique kind, which at the same time contains the elements of the Revolutions of 1989, in which Eastern European regimes were down due to the lack of their own legitimacy and under the burst of the popular rebellion, as well as elements of the "Cultural Revolution" in China, when the most powerful man of the party used and manipulated national dissatisfaction in order to remove political opponents and reduce the influence of competitive fractions in the party.

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Wang, Chong, and Peter Wilson Cardon. "The networked enterprise and legitimacy judgments: why digital platforms need leadership." Journal of Business Strategy 40, no. 6 (November 18, 2019): 33–39. http://dx.doi.org/10.1108/jbs-04-2019-0073.

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Purpose In recent years, scholars, business practitioners and consultants frequently talk about building the networked enterprise. The purpose of this paper is to examine the connections between networked enterprises, organizational legitimacy and organizational performance. Design/methodology/approach A survey was developed that measured the following aspects of a networked enterprise: employees who network and communicate extensively via internal digital platforms across their organizations; leaders who actively use internal digital platforms to communicate with employees; leaders who actively communicate with stakeholders via external digital platforms; and an innovation culture. The survey measured the following forms of legitimacy judgments: moral; instrumental; and relational. Altogether, 501 executives and managers were surveyed (207 executives, 147 senior managers and 147 managers) in mid-to-large sized (over 500 employees) companies. Findings The analyses showed strong statistical significance for nearly all relationships. Internal communication on digital platforms, networked employee communication and an innovation culture all contributed to moral, instrumental and relational legitimacy. Leadership communication on external digital platforms (social media) was not a significant contributor to moral or relational legitimacy but was a significant contributor to instrumental legitimacy. Higher organization legitimacy was correlated with higher profit growth. Practical implications Leaders and communicators should prioritize a networked enterprise in several ways. They should actively communicate with employees on internal digital platforms. To be absent on internal digital platforms is a significant missed opportunity by leaders to build organizational legitimacy. Further, leaders and communicators should actively promote networked communication among employees as much as possible. Finally, leaders and communicators should communicate, model and reward an innovation culture. Originality/value There are no known scholarly studies that accomplish the following: empirically examine a model of networked enterprises comprised of vertical and horizontal communication and an innovation culture; and make connections between leadership communication on digital platforms in networked enterprises with legitimacy judgments. The large sample of contemporary executives and managers bolsters the strength of the findings.

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Hudson, David, Nicolas Lemay-Hébert, Claire Mcloughlin, and Chris Roche. "Leadership and Change in Asia-Pacific: Where Does Political Will Come From?" Politics and Governance 8, no. 4 (November 25, 2020): 131–35. http://dx.doi.org/10.17645/pag.v8i4.3831.

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We introduce this thematic issue by exploring the role of leadership in social and political change. In current times, the importance of leadership and choice has proved as important as ever. Leadership is often the critical variable separating success or failure, legitimacy and sustainability or collapse. This thematic issue explores a range of in-depth case studies across the Asia-Pacific region that help illustrate the critical elements of leadership. Collectively they demonstrate that leadership is best understood as a collective process involving motivated agents overcoming barriers to cooperation to form coalitions that have enough power, legitimacy and influence to transform institutions. Five themes emerge from the thematic issue as a whole: leadership is political; the centrality of gender relations; the need for a more critical localism; scalar politics; and the importance of understanding informal processes of leadership and social change.

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Fanani, Zaenal. "FAKTOR-FAKTOR YANG MEMENGARUHI PARTISIPASI MASYARAKAT DALAM PENGANGGARAN DAN PENDAPATAN ASLI DESA." EKUITAS (Jurnal Ekonomi dan Keuangan) 2, no. 3 (August 6, 2019): 385–403. http://dx.doi.org/10.24034/j25485024.y2018.v2.i3.4038.

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The purpose of this study was to examine the influence of village characteristics factors, leadership styles, political legitimacy, access to information, and village head motivation on community participation in village budgeting and to examine the effect of community participation in budgeting on village original revenues. The population of this study is the village head of all villages in East Java Province, the sample is 100 village heads. Data analysis techniques used to test the hypothesis using Structural Equation Modeling (SEM) with software Wrap-PLS 5.0. The result of the research shows that the factor of political legitimacy influences the motivation of village head, the character of the village influences the participation of the society in budgeting in the village. Factors of leadership style, political legitimacy, and access to information, have no effect on the village head's motivation. Factors of leadership style, political legitimacy, and access to information, and the motivation of village heads do not influence public participation in village budgeting. Public participation in budgeting has an effect on the original income of the village.

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Daud, Burhan bin Che. "Legitimacy and Authority in Medieval Islamic Historiography." Kresna Social Science and Humanities Research 1 (February 12, 2021): 1–6. http://dx.doi.org/10.30874/ksshr.65.

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Usurpation is a common term used by Western historians to describe the illegitimate change of political supremacy inthe context of medieval Muslim states. The taking over of any state without authority is considered an illegal occupationof a legitimate state and its leader is considered illegitimate or usurper. This paper attempts to shed some lights on thenotion of political legitimacy and authority in Islamic tradition and its application in the context of medieval Syria,particularly during the Zengid dynasty. This period experienced the coming of the second crusade to the East with therevitalization of the spirit of jihad was on its way among the Syrian Muslims. This paper argues that the Zengid dynastywas trying to uphold the institution of the caliphate through recognizing the spiritual leadership of the ‘Abbasid caliphof Baghdad as well as acquiring political legitimacy to administer their subject on behalf of the caliph and the Seljuqsultan. Through adherence to the Sunni tradition of political legitimacy, Zengi (d. 541/1146) and Nur al-Din (d.569/1174) succeeded in promoting Sunnism by means of Muslim unity and jihad enterprise. As a result, after theannexation of Egypt from the Fatimid caliphate in 565/1171, Muslims in Syria and Egypt were unified under the bannerof Sunnism with Nur al-Din as their new legitimate ruler

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R. Massi, Randy Atma. "SYURA DAN LEGITIMASI UMAT DALAM SUKSESI KEPEMIMPINAN KHULAFAUR RASYIDIN." Qaumiyyah: Jurnal Hukum Tata Negara 1, no. 2 (December 26, 2020): 95–113. http://dx.doi.org/10.24239/qaumiyyah.v1i2.12.

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In tracing history, the first problem that was questioned after the death of Muhammad Rasulullah was the problem of political power or his successor who would lead the ummah, commonly known as the caliph. The Qur'an as the main source of reference and the Sunnah does not provide a clear and clear explanation of who has the right to continue the leadership of the ummah after Muhammad's death, and how the succession system or method of appointing leaders in selecting the successor of the Prophet's caliph. So it is not surprising that in the course of the succession system in the appointment of the successor of the Prophet, especially in the appointment of Khulafaur Rasyidin, there were always differences in the ways between one caliph and another. In the matter of leadership succession, the issue of deliberation or shura and the legitimacy of the people or the people does not really get more attention and a significant pressure point, if it is traced in more detail, the issue of shura and the legitimacy of the people or people are two things that always exist in every succession of Khulafaur Rasyidin's leadership. So it is very important in discussing the succession of Khulafaur Rasyidin's leadership in relation to issues of deliberation or shura and the legitimacy of the people. Abstrak Dalam penelusuran terhadap sejarah, permasalahan pertama yang dipersoalkan setelah wafatnya Muhammad Rasulullah adalah masalah kekuasaan politik atau pengganti beliau yang akan memimpin umat, yang lazim disebut dengan khalifah. Al-Qur’an sebagai sumber acuan utama dan Sunnah tidak memberikan penjelasan secara terang dan jelas tentang siapa yang berhak untuk melanjutkan kepemimpinan umat pasca wafatnya Muhammad, dan bagaimana sistem suksesi atau metode pengangkatan pemimpin dalam melakukan pemilihan terhadap khalifah pengganti Rasul. Sehingga tidak mengherankan dalam perjalannya sistem suksesi dalam pengangkatan khalifah pengganti Rasul terutama dalam pengangkatan Khulafaur Rasyidin selalu terjadi perbedaan cara antara khalifah yang satu dengan yang lainnya. Dalam persoalan suksesi kepemimpinan persoalan musyawarah atau syura dan legitimasi umat atau rakyat tidak terlalu mendapat perhatian yang lebih dan titik tekan yang signifikan, jika ditelusuri lebih detail persoalan syura dan legitimasi rakyat atau umat merupakan dua hal yang selalu ada dalam setiap suksesi kepemimpinan Khulafaur Rasyidin. Sehingga sangat penting dalam membahas suksesi kepemimpinan Khulafaur Rasyidin dalam kaitannya dengan persoalan musyawarah atau syura dan legitimasi umat.

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Salas-González, Daniel. "Between Loyalty and Legitimacy: Leadership in the Cuban Revolution." Latin American Perspectives 44, no. 4 (March 1, 2016): 233–38. http://dx.doi.org/10.1177/0094582x16635296.

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Karlsson, Christer, Mattias Hjerpe, Charles Parker, and Björn-Ola Linnér. "The Legitimacy of Leadership in International Climate Change Negotiations." AMBIO 41, S1 (January 29, 2012): 46–55. http://dx.doi.org/10.1007/s13280-011-0240-7.

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Lund, Anne Kamilla. "Leader legitimacy – a matter of education?" Development and Learning in Organizations: An International Journal 30, no. 6 (November 7, 2016): 20–23. http://dx.doi.org/10.1108/dlo-06-2016-0041.

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Purpose The purpose of this paper is to discuss and share some practical insights on how leaders can seek legitimacy when leading highly specialized/highly educated people from other educational backgrounds than their own. Design/methodology/approach Based on an initial literature review on leader legitimacy, this paper distills three strategies for strengthening leader legitimacy that can apply to leaders of organizations employing highly specialized/highly educated people. Findings If these strategies are applied, leaders leading people from other educational backgrounds than their own will strengthen their possibilities for being perceived legitimate leaders. Further, for recruiters of leaders, awareness about the legitimacy challenge is an important step in choosing the “right” person for the job. For educational institutions and organizers of organizational-internal leader development programs, the strategies are important to consider when preparing and planning teaching on leadership. Research limitations/implications Research was based on a systematic literature review on leader legitimacy and the findings result from an initial categorizing. Practical implications The paper provides strategic insights and practical approaches with the potential to enhance leader and business effectiveness and informing leader-education approaches. The paper bridges theory and practice for leaders, recruiters of leaders and leader-education institutions. Originality/value The briefing saves busy executives and researchers hours of reading time by presenting pertinent information in a condensed and practice-oriented format.

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Hanson, Stephen E. "Plebiscitarian Patrimonialism in Putin’s Russia." ANNALS of the American Academy of Political and Social Science 636, no. 1 (June 22, 2011): 32–48. http://dx.doi.org/10.1177/0002716211398210.

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The Putin-Medvedev transition reveals the continuing inability of post-Soviet Russian leaders to arrive at any consensual notion of Russia’s national identity around which ordinary forms of legitimate domination might be constructed. In searching for an answer to the problem of leadership succession during his second term as president, Vladimir Putin tried out all three of the classical types of legitimate domination that Max Weber defined—the traditional, the rational-legal, and the charismatic—without success. In the end, the 2008 elections represented a novel combination of strategies for building state legitimacy that we might term “plebiscitarian patrimonialism”: the Russian leadership claims the right to rule as if the state were its personal property, as long as the results of this arbitrary rule are electorally ratified by “the people” as a true reflection of the national will.

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Zhang, Ying, and Morgan X. Yang. "An institutional approach to the SHE’-E-O plight: evidence from organizational legitimacy and SHE’-E-O dismissal." Gender in Management: An International Journal 36, no. 2 (February 19, 2021): 257–70. http://dx.doi.org/10.1108/gm-04-2020-0120.

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Purpose This paper aims to examine how regulatory legitimacy and moral legitimacy influence biased performance evaluations on female chief executive officers’ (CEOs) dismissal. Design/methodology/approach The final sample contains 10,780 firm-year observations from 2004 to 2013. Findings This paper finds that the negative relationship between firm performance and CEO dismissal is weakened when the firm has a female CEO. In addition, the regulatory legitimacy pressure and moral legitimacy pressure can disrupt the biased performance evaluations in the board. Originality/value This study enriches female leadership literature regarding gender stereotype issues by incorporating institutional approach and organizational legitimacy literature. By focusing on regulatory legitimacy and moral legitimacy, this work also helps to further understand gender-related organizational behaviors and outcomes.

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Alijla, Abdalhadi. "‘We are in a Battle with the Virus’: Hamas, Hezbollah, and covid-19." Middle East Law and Governance 14, no. 1 (December 13, 2021): 101–13. http://dx.doi.org/10.1163/18763375-14010001.

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Abstract This article examines the response of two non-state actors, Hezbollah and Hamas, to the coronavirus pandemic in Lebanon and Palestine. It studies the patterns of governance, practicalities, leadership, and legitimacy both parties deployed during the Covid-19 crisis. It argues that non-state actors usually imitate states by trying to acquire legitimacy in such cases. The coronavirus was sectarianised, politicised, and used to gain external and local legitimacy by Hamas and Hezbollah, respectively. The success of non-state actors in managing the coronavirus pandemic was rooted in two factors: the existence of a pre-existing and well-developed welfare system, and the party’s capacity to mobilise its constituencies mainly through charismatic leadership. The paper is based on primary sources, including interviews, news articles, and social media.

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Strike, Kenneth A. "Discussion of Fullinwider and Lichtenberg's Leveling the Playing Field." Theory and Research in Education 4, no. 2 (July 2006): 185–99. http://dx.doi.org/10.1177/1477878506064552.

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This article emphasizes the diversity argument for affirmative action and seeks to build on the discussion of it by Fullinwider and Lichtenberg. I try to defend a view of affirmative action that depends on the notion that what is required by justice is restoration of voice to those whose voices were unfairly excluded, and I claim that such a view does not presuppose perspective unity or depend on the idea that affirmative action benefits the education of all. I also take up what Fullinwider and Lichtenberg call the legitimacy argument. I claim that the legitimacy of American society does not depend on the representation of diverse groups in positions of leadership per se. It depends on not unfairly excluding people from positions of leadership. When a group has been unfairly excluded, affirmative action can be an effective tool for restoring legitimacy.

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Loftus, Suzanne. "Legitimacy and Societal Consent under Putin’s Leadership: State Capacity and National Identity." Russian Politics 7, no. 1 (March 8, 2022): 1–30. http://dx.doi.org/10.30965/24518921-00604010.

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Abstract The system of informal governance, despite its weak performance in many international comparative governance indicators, turned Russia around in the early 2000s, and keeps the country functioning despite evidence of endemic corruption or economic stagnation. Despite increasing authoritarianism, the regime has the consent of the governed and is considered legitimate inside Russia. Despite what many scholars have argued on the long-term prospects of the survival of the regime, the Russian political system has demonstrated resilience and will continue to do so for the foreseeable future. Legitimacy of the regime is based both on state capacity and state national identity. The former is an entity of the latter along with a strong and unique international standing. The post-Soviet national identity that took shape while Putin has been in power has allowed for positive “national self-esteem” to flourish throughout the country. The mentality of the general population has allowed the space necessary for this narrative to evolve and for the post-Soviet identity to take shape, exhibited by the symbiotic relationship between elite action and popular support.

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Mohamad, Khairul Azmi, and Nooraini Othman. "Political Trust and Political Leadership Legitimacy: Implications on Voters’ Behaviour." Journal of Politics and Law 13, no. 4 (October 13, 2020): 126. http://dx.doi.org/10.5539/jpl.v13n4p126.

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This paper intends to reflect on the importance of political trust to voters’ behaviour. Political trust has a strong link to the political leadership legitimacy. Voters voted political leaders because of their trust to them or to their party. In the context of this paper, political trust refers to the performance of political leaders. In essence, political leadership performance of their duties will have a substantive effect to the voters’ decision on who to vote in an election. Political trust characterised the image of the political leaders as well as their party. Political trust is not easy to regain once broken. Voters will remember them. Adversaries will play the issue to gain support towards their party. Trustworthiness and reliability would normally result from good policy and programmes that the leader or party who lead the government initiate or implement. These programmes benefited the people and the country. Trust deficit in the realm of politics is in need of a serious repair. This work will speak of political trust and contextually relate it to political leadership. The performance of political leaders and government will be viewed from the economics, education, health, safety and religious points of views. These are some of the most important factors becoming the supporting pillars of political trust especially in the context of Malaysia. Their upright performance will gather voters’ support and consequently, the opposite will direct to political decline.

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Andaleeb, Syed Saad, and Zachary T. Irwin. "Political leadership and legitimacy among the urban elite in Bangladesh." South Asia: Journal of South Asian Studies 27, no. 1 (April 2004): 65–85. http://dx.doi.org/10.1080/1479027042000186432.

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Chakravarthy, Bala, and Martin Gargiulo. "Maintaining Leadership Legitimacy in the Transition to New Organizational Forms." Journal of Management Studies 35, no. 4 (July 1998): 437–56. http://dx.doi.org/10.1111/1467-6486.00104.

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McKeown, Mick, and Lynda Carey. "Editorial: Democratic leadership: a charming solution for nursing's legitimacy crisis." Journal of Clinical Nursing 24, no. 3-4 (January 27, 2015): 315–17. http://dx.doi.org/10.1111/jocn.12752.

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Hoggett, James, Paul Redford, Deirdre Toher, and Paul White. "Challenges for Police Leadership: Identity, Experience, Legitimacy and Direct Entry." Journal of Police and Criminal Psychology 34, no. 2 (March 19, 2018): 145–55. http://dx.doi.org/10.1007/s11896-018-9264-2.

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Harrison, Richard T., Katharina Kaesehage, and Catherine Leyshon. "Special issue of leadership: Leadership and climate change: Authority, legitimacy and the ‘crisis of governance’." Leadership 15, no. 6 (September 14, 2019): 768–73. http://dx.doi.org/10.1177/1742715019870385.

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Engstrom, Craig L. "Hiring Managers’ Impressions of Business Communication’s Legitimacy." Business and Professional Communication Quarterly 82, no. 4 (July 16, 2019): 495–514. http://dx.doi.org/10.1177/2329490619859356.

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Data from a survey of 864 executives and managers with hiring authority suggest that business communication has external legitimacy regardless of program sponsorship and that hiring managers favor courses that comprise the business communication curriculum, such as public speaking, leadership, business management, and interpersonal communication. Findings from the study can give students guidance when selecting coursework electives and writing résumés, guide faculty in making curricular and advertising decisions, and support the legitimacy of the business communication curriculum.

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Yim, Myungok Chris, and Hyun Soon Park. "Why Legitimacy Matters in Crisis Communication: A Case Study of the “Nut Rage” Incident on Korean Air." Journal of Business and Technical Communication 33, no. 2 (December 9, 2018): 172–202. http://dx.doi.org/10.1177/1050651918816360.

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This study analyzes the December 2014 “nut rage” incident on Korean Air Lines by means of in-depth interviews with corporate communication experts. We examine how Korean Air managed this crisis of legitimacy, asking whether its legitimization strategy and tactics were effective. The authors argue that Korean Air breached both cognitive and moral legitimacy in terms of leadership, corporate culture, internal and external communication, and legality. The results demonstrate to other organizations what types of legitimacy resources and tactics are required in order to meet social expectations in their responses to crises.

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FALK, RICHARD. "Legality and legitimacy: the quest for principled flexibility and restraint." Review of International Studies 31, S1 (December 2005): 33–50. http://dx.doi.org/10.1017/s0260210505006777.

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What follows is an attempt to acknowledge the complexity and relevance of debates about the relation between legality and legitimacy as it bears on political behaviour. The opening section is intended to orient these international policy debates in wider traditions of political theory, particularly as they bear on the nature of sovereignty and the state. On this basis, the two prominent, recent instances of controversial recourse to war (Kosovo and Iraq) are considered from the perspective of legality and legitimacy, first as a matter of juridical evaluation and then from the perspective of international reputation. The focus throughout reflects a concern with the qualities of American global leadership since September 11th, and how this leadership should or should not be guided by canons of legality.

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Zmys̀lony, Piotr. "Identification of leadership in emerging tourist destinations." Tourism Review 69, no. 3 (August 12, 2014): 173–86. http://dx.doi.org/10.1108/tr-06-2013-0031.

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Purpose The paper aims to propose a method of identifying and evaluating leadership potential of stakeholders in emerging tourist destinations and to verify this method in three Polish destinations. Developing destinations miss well-established networking structures and management experiences. The greatest impact on their success is made by the most active stakeholders who are able to pool and mobilise partners and coordinate their efforts to realise common goals. Design/methodology/approach The research is based on a stakeholders’ potential analysis and the network approach. To identify destination leadership, the method – adapted from an axiological analysis of regional development participants – is used and verified in rural, coastal and mountain destinations in Poland. An in-depth analysis of stakeholders representing the public, private and non-profit sectors is conducted to assess their leadership potential. Ultimately, 183 interviews were conducted. Findings Based on literature review, five dimensions of destination leadership were identified, namely, networking capability, analytical abilities, impact capability, economic potential and legitimacy. In emerging destinations, the most influential stakeholders are characterised by strong impact, analytical leadership capabilities and legitimacy. Research limitations/implications The paper provides insights into destination leadership discussion and research. The limited number of verification cases and limited qualitative data analysis could be seen as its limitation. Practical implications Emerging destinations have incomplete leadership. An imbalanced structure of destination leadership may have serious consequences on stability and development of destinations; it also affects the process of identification of potential leaders. Originality/value The paper is original because it proposes an innovative method of identifying destination leadership, especially in emerging destinations.

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Rasinski, Kenneth, Tom R. Tyler, and Kim Fridkin. "Exploring the function of legitimacy: Mediating effects of personal and institutional legitimacy on leadership endorsement and system support." Journal of Personality and Social Psychology 49, no. 2 (August 1985): 386–94. http://dx.doi.org/10.1037/0022-3514.49.2.386.

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Xi, Jinrui. "Sustainable Legitimacy: Chinese Government Inspections and Public Approval of Village Leadership." Sustainability 10, no. 6 (June 12, 2018): 1975. http://dx.doi.org/10.3390/su10061975.

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Bolyanatz, Alexander H. "Legitimacy, Coercion, and Leadership among the Sursurunga of Southern New Ireland." Ethnology 33, no. 1 (1994): 53. http://dx.doi.org/10.2307/3773974.

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Heppell, Timothy. "A Crisis of Legitimacy: The Conservative Party Leadership of John Major." Contemporary British History 21, no. 4 (December 2007): 471–90. http://dx.doi.org/10.1080/13619460601060488.

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Cottrell, M. Patrick. "Hope or Hype? Legitimacy and US Leadership in a Global Age." Foreign Policy Analysis 7, no. 3 (July 2011): 337–58. http://dx.doi.org/10.1111/j.1743-8594.2011.00141.x.

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Calixte, Sylvie. "Anton ALLAHAR, Caribbean Charisma: Reflections on Leadership, Legitimacy, and Populist Politics." Pouvoirs dans la Caraïbe Revue du Centre de recherche sur les pouvoirs locaux dans la Caraïbe, no. 14 (January 14, 2004): 161–67. http://dx.doi.org/10.4000/plc.265.

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Liang, Xin, Lin Xiu, Sibin Wu, and Shujuan Zhang. "In search of sustainable legitimacy of private firms in China." Chinese Management Studies 11, no. 3 (August 7, 2017): 555–78. http://dx.doi.org/10.1108/cms-02-2017-0026.

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Purpose Private firms in China are like the third child in a family, constantly struggling to establish their position in an environment favoring their state-owned and collective siblings. The purpose of this paper is to discover some long-term-oriented legitimacy building strategies for private firms in China. Design/methodology/approach This paper examines the effect of both internal and external institutional factors on long-term legitimacy for private enterprises. The authors integrate stakeholder perspective and institutional theory to provide a framework of building sustainable legitimacy. Findings The authors’ framework delineates that a private company can build sustainable legitimacy through catering long-term legitimacy conferring to constituents such as customers, social responsibility and patriotism in the external institutional environment. Practical implications The authors’ framework further indicates how private firms could leverage internal institutional environment through developing appropriate mission, culture, leadership and human resources practices in conformity to the demands of constituents for gaining long-term legitimacy. Originality/value This paper is the first to address the short-term nature of legitimacy building strategies proposed in the past literature. In addition, it is also the first attempt to explore the multiplicity in legitimacy in China in search of long-term legitimacy building approaches.

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Shorner-Johnson, Kevin. "Visible, legitimate, and beautiful justice: A case study of music education formalization within a Haitian NGO." International Journal of Music Education 35, no. 3 (September 26, 2016): 391–402. http://dx.doi.org/10.1177/0255761416667464.

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When music education is formalized within schools and non-governmental organizations, it often becomes aligned with justice-oriented aims of providing universal access to music education. This qualitative case study examines the formation of a marching band within a Haitian school in northeastern Haiti. Data sources collected and analyzed included participant-observation experience, participant interviews, non-governmental organization Facebook posts, and newsletters. Findings indicate the marching band became a form of justice, solidarity, organizational legitimacy, and community leadership. The marching band was related to justice because it made the honorable humanity of participants visible and satisfied a moral calling for talent development. A case study of the cholera epidemic in Haiti reveals how the marching band afforded the school a forum for legitimate community leadership. Students, teachers, parents, and administrators had differing views about the purpose of formalized music education. Students saw music education as important because it cultivated the beautiful.

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Smith, Betsann. "Leadership for “The All of It”: Formalizing Teacher-Leader Networks." Teachers College Record: The Voice of Scholarship in Education 121, no. 3 (March 2019): 1–44. http://dx.doi.org/10.1177/016146811912100308.

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Background/Context Research underscores that school improvement relies on leadership that stretches beyond a principal, but significant developments to the design of school level leadership lags. This paper shares data and interpretations of school leadership organized as a network of formalized teacher-leader roles that are ranked, titled, and differently paid. Purpose/Research Question The study examined the functions, tasks, and boundaries of different teacher-leader roles as well as teachers’ perceptions of their legitimacy and value. It also explored whether formal roles generated negative side effects on school climate or teacher relations. Focus of Study Ongoing skepticism of role formalization and ranking within teaching directed the study's attention to an extensive empirical case of formalization. Setting Data were collected from eight secondary schools in England, where formalized teacher-leader roles are long established and associated with school performance. Research Design The study was designed as a descriptive investigation of a leader system. It was conceptually framed by perspectives on schools as organizations and literatures on role formalization, leadership, and school improvements. Data Collection and Analysis Observation, artifact, and interview data were collected. Description and analysis focused on the design of leader roles, the activities and conditions they generated, and school member perceptions of their legitimacy and value. Findings/Results Formal roles that blend teaching with instructional and managerial leadership gain legitimacy and pass tests of goodness and value for teachers when they directly contribute to teachers’ day-to-day work and success, as when they elevate working conditions, bring disciplinary knowledge and local understandings to learning and problem solving, and contribute to individual and collective efficacy. Conclusions/Recommendations Networks of formal teacher-leader roles can bring more substantial and reliable resources to the conditions of teaching and school organizations than informal leadership or targeted coaching roles. Fears of negative social and professional consequences do not emerge when roles remain rooted in teaching, when leaders’ tasks flow across logistical, instructional, and social dimensions of teachers’ work, and when norms emphasize help and reciprocity.

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Journal articles on the topic 'Leadership legitimacy'

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